The document discusses Capgemini's presence at the Dreamforce 2016 conference. It provides an overview of Service Lifecycle Management (SLM) and how it impacts stakeholders both inside and outside an organization, such as engineering, manufacturing, suppliers, service providers, customers and products. It also discusses key capabilities in various areas of SLM like field service management, service operations, service parts management and technical information management.
Presentation about IT managed services and solutions being offered by IISGL .
At IISGL, we have a fully consultative approach. We want
to understand your business, its pain points and
ambitions. We can then utilize that knowledge,
dovetailing with our years of extensive experience of
the technologies available, to provide you with a custom
solution.
The document provides an overview of e-procurement tools and how they can streamline procurement processes. It defines e-procurement, identifies the typical procurement process steps, and explains how e-procurement software can coordinate purchasing, inventory management, and payment approval electronically. The document also discusses creating process flow diagrams to map current procurement processes and identify unnecessary steps that could be automated with e-procurement tools.
The document discusses physical distribution and logistics capabilities. It outlines the physical distribution mission to deliver products to destinations with quality service and balanced costs. It then discusses key aspects of physical distribution including transportation planning, fleet management, carrier reviews, and performance tracking. Performance is measured using key performance indicators like on-time delivery and damages. The document provides an overview of considerations for effective physical distribution operations.
This Slideshare presentation is a partial preview of the full business document. To view and download the full document, please go here:
http://flevy.com/browse/business-document/implementing-service-level-management-slm--ppt-3042
DOCUMENT DESCRIPTION
This presentation describes steps for Implementing a Service Level Management (SLM) process according to ITIL best practice and ISO 20000.
Document contains sample implementation guide with steps:
1. Appoint Service Level Manager
2. Assemble Project Team
3. Create Service Catalog (Service Brochure)
4. Develop Operational Level Agreement
5. Develop Underpinning Contracts
6. Develop Service Level Agreement
7. Develop Reporting
8. Develop SLM process for review, audit and modify
Document contains suggested content for Service Level Agreement (SLA), Operational Level Agreement (OLA), Underpinning Contract (UC) .
This document discusses service level agreements (SLAs) between business function owners and IT service providers. It defines key terms and outlines a standardized approach to categorizing business functions into support tiers with predefined SLAs. Standardizing SLAs results in consistent architectures, documentation, support processes, and performance metrics across business functions. The goal is to establish clear expectations for both parties around system availability and resolve any potential disputes.
This document outlines the steps in defining a business need and developing a procurement strategy. The key steps are:
1. Define the business need by capturing requirements, obtaining stakeholder buy-in, and estimating budgets.
2. Develop a procurement strategy through activities like a team kick-off meeting, market research to identify potential solutions, defining success criteria, and agreeing on a procurement approach.
3. Evaluate and select suppliers by developing a pre-qualification strategy to filter suppliers, scoring and notifying suppliers, launching a tender, and further assessing and filtering suppliers to create a shortlist.
- COH Technologies is an Indian company that creates award-winning contact center and enterprise solutions powered by its patented platform and technologies.
- It has over 700 clients, processes billions of calls annually, and thousands of active users and agents across diverse industries.
- The company addresses the need for an all-in-one, cost-effective solution for the domestic call center market that bridges the gap between low-cost but limited functionality PBX-based solutions and expensive proprietary platforms from major vendors.
Presentation about IT managed services and solutions being offered by IISGL .
At IISGL, we have a fully consultative approach. We want
to understand your business, its pain points and
ambitions. We can then utilize that knowledge,
dovetailing with our years of extensive experience of
the technologies available, to provide you with a custom
solution.
The document provides an overview of e-procurement tools and how they can streamline procurement processes. It defines e-procurement, identifies the typical procurement process steps, and explains how e-procurement software can coordinate purchasing, inventory management, and payment approval electronically. The document also discusses creating process flow diagrams to map current procurement processes and identify unnecessary steps that could be automated with e-procurement tools.
The document discusses physical distribution and logistics capabilities. It outlines the physical distribution mission to deliver products to destinations with quality service and balanced costs. It then discusses key aspects of physical distribution including transportation planning, fleet management, carrier reviews, and performance tracking. Performance is measured using key performance indicators like on-time delivery and damages. The document provides an overview of considerations for effective physical distribution operations.
This Slideshare presentation is a partial preview of the full business document. To view and download the full document, please go here:
http://flevy.com/browse/business-document/implementing-service-level-management-slm--ppt-3042
DOCUMENT DESCRIPTION
This presentation describes steps for Implementing a Service Level Management (SLM) process according to ITIL best practice and ISO 20000.
Document contains sample implementation guide with steps:
1. Appoint Service Level Manager
2. Assemble Project Team
3. Create Service Catalog (Service Brochure)
4. Develop Operational Level Agreement
5. Develop Underpinning Contracts
6. Develop Service Level Agreement
7. Develop Reporting
8. Develop SLM process for review, audit and modify
Document contains suggested content for Service Level Agreement (SLA), Operational Level Agreement (OLA), Underpinning Contract (UC) .
This document discusses service level agreements (SLAs) between business function owners and IT service providers. It defines key terms and outlines a standardized approach to categorizing business functions into support tiers with predefined SLAs. Standardizing SLAs results in consistent architectures, documentation, support processes, and performance metrics across business functions. The goal is to establish clear expectations for both parties around system availability and resolve any potential disputes.
This document outlines the steps in defining a business need and developing a procurement strategy. The key steps are:
1. Define the business need by capturing requirements, obtaining stakeholder buy-in, and estimating budgets.
2. Develop a procurement strategy through activities like a team kick-off meeting, market research to identify potential solutions, defining success criteria, and agreeing on a procurement approach.
3. Evaluate and select suppliers by developing a pre-qualification strategy to filter suppliers, scoring and notifying suppliers, launching a tender, and further assessing and filtering suppliers to create a shortlist.
- COH Technologies is an Indian company that creates award-winning contact center and enterprise solutions powered by its patented platform and technologies.
- It has over 700 clients, processes billions of calls annually, and thousands of active users and agents across diverse industries.
- The company addresses the need for an all-in-one, cost-effective solution for the domestic call center market that bridges the gap between low-cost but limited functionality PBX-based solutions and expensive proprietary platforms from major vendors.
ITIL is a framework for managing IT services that consists of 5 stages: service strategy, service design, service transition, service operation, and continual service improvement. The stages guide organizations in defining service strategies, designing services, managing changes, operating services, and continually improving services to efficiently serve customers and users.
This document introduces managed IT infrastructure services. It discusses threats to infrastructure like data corruption, component failure, and human error. It then outlines the benefits of managed services, including higher availability, efficient outsourcing, 24/7 monitoring, and leveraging best practices. Key aspects of the managed services solution are proactive monitoring, knowledge sharing, and certified staff.
The document discusses service level agreements (SLAs) in cloud computing. It defines an SLA as a contract between a customer and service provider that formally defines the aspects of a service including scope, quality, and responsibilities. The SLA specifies performance measurement, problem management, customer duties, warranties, and termination terms. SLAs can be defined at different levels including corporate, customer, and service levels.
The document discusses enterprise asset management (EAM) and its integration with ERP systems. It outlines the benefits of EAM such as improved asset performance, reduced costs, and extended asset life. It also discusses key challenges around asset management and how EAM addresses issues like maintenance, parts management, preventative maintenance, and overall equipment effectiveness.
The document discusses replacement theory in operations research. It describes how replacement theory is used to determine the optimal time to replace equipment that deteriorates over time, such as vehicles. An example is provided where a transport company needs to determine the most economical time to replace a vehicle based on its decreasing resale value and increasing maintenance costs over eight years. The solution is that the vehicle should be replaced after four years, when the average total cost is lowest. The document also covers group replacement theory for items that fail suddenly without warning, like light bulbs, and provides an example to determine the optimal replacement policy for a set of light bulbs.
Service Level Management PowerPoint Presentation SlidesSlideTeam
This deck consists of total of thirty three slides. It has PPT slides highlighting important topics of Service Level Management Powerpoint Presentation Slides. This deck comprises of amazing visuals with thoroughly researched content. Each template is well crafted and designed by our PowerPoint experts. Our designers have included all the necessary PowerPoint layouts in this deck. From icons to graphs, this PPT deck has it all. The best part is that these templates are easily customizable. Just click the DOWNLOAD button shown below. Edit the colour, text, font size, add or delete the content as per the requirement. Download this deck now and engage your audience with this ready made presentation.
This document outlines various service catalogs including IT, facilities, and human resources. The IT service catalog allows end-users to get help, request equipment, and access required services simply. Facilities services can quickly deliver maintenance, repairs, and installations. The human resources catalog presents predefined benefits, payroll, and employee relations services.
Call Center Process Flow Charts: Templates For All Types From Time DoctorTime Doctor
A flow chart call center process is becoming increasingly necessary for call centers that want to be more efficient. This document explores what a call center process flow chart is and its five types. It also highlights three sample flowchart templates you can use and the five key benefits of using a flowchart call center process.
Source: https://biz30.timedoctor.com/flow-chart-call-center-process/?utm_campaign=slideshare&utm_source=slideshare
Service management is needed to manage the interaction between users and IT organizations and ensure technology services meet business needs. It involves managing the service desk, responding to incidents, identifying root causes of problems, maintaining service environments, controlling changes, monitoring service levels, and developing IT personnel. The goal is to deliver high quality, available services while minimizing disruptions and improving processes over time.
Example Call Center Work/Information Flow DiagramEquilibria, Inc.
There are bound to be times when your customer support team encounters a problem dealing with customers. You have no control over what customers say or do, but you do have control over how team members respond to questions or complaints in an efficient and productive way. With a combination of competent team members, well-written scripts and the right technology, your business can attract and retain happy and loyal customers.
Process maps (flowcharts) are one tool companies use to ensure team members know how to address customer support questions, escalate issues, and route calls. In this presentation, we begin with a process map given to employees working in a call center to screen job candidates. If you enjoy working with flowcharts, you’ll love this method to investigate your own customer service model. More process map templates are available for download at www.eqbsystems.com/shop. Thanks for watching!
The document describes a computerized maintenance management system (CMMS) and its functions. A CMMS maintains a database of information about an organization's maintenance operations to help workers perform their jobs more effectively. It enables management to schedule preventive maintenance, project costs and downtime, and analyze failures and resource usage. The CMMS has several key functional requirements including asset management, inventory management, work orders, job planning, resource planning, and reporting. It helps organizations achieve greater efficiency, minimize costs and downtime, and maximize asset usage.
The document discusses various aspects of implementing an ERP system, including strategies, challenges, and approaches. It describes the big bang approach where all modules go live at once, replacing the old system entirely. Alternatively, a phased approach implements modules sequentially. A parallel approach runs the old and new systems simultaneously before a switch. Key factors in choosing an approach include company size, centralized processes, and urgency of the ERP solution. Successful implementation depends on careful planning, change management, training, and addressing challenges like resistance to change.
ITIL is a set of best practices for managing IT services, development, and operations consisting of a series of books. A service desk provides a single point of contact for users and IT to improve customer service and support incident management, problem management, request fulfillment, and access management processes. An effective service desk is structured and staffed appropriately with trained personnel to resolve incidents quickly and at a low cost while meeting customer satisfaction metrics.
This document provides an overview of call center process management. It discusses managing business processes and activities to common goals like reducing costs and improving customer satisfaction. The presentation covers objectives like improving performance, productivity and revenue. It identifies challenges like integrating processes, products, channels and technology. It presents a customer interaction framework and discusses metrics like interaction performance. The overall aim is understanding customer needs and optimizing processes to enhance the customer experience.
The document provides an overview of procurement procedures for development projects funded by IFAD. It discusses the importance of proper procurement, responsibilities of various parties, regulatory frameworks, procurement methods, and key steps in the procurement process. The roles of the borrower/project management unit and IFAD are outlined. Misprocurement and the review of prequalification of bidders are also covered.
This document provides a template for a Service Level Agreement (SLA) to formally define the level of service between two parties, one as the customer and the other as the service provider. The template outlines the service description and scope, roles and responsibilities of each party, processes for requesting service, hours of coverage and response times, maintenance procedures, pricing structure, reporting requirements, and duration and review of the agreement.
Achieving Excellence in End-to-End Supply Managementmubarak2009
The document discusses challenges in supply chain management for service organizations. It notes a lack of integrated processes, tools, and information across supply chains. Common issues include no single contract repository, manual contract development, and an inability to match invoices to contracts. The presentation argues that effective contract management, using standardized templates and automation, can help address these issues and drive efficiencies across sourcing, procurement, and supplier management.
The document discusses asset and project lifecycle management. It describes how assets go through various stages including preliminary engineering, detailed engineering, construction, commissioning, operations, and retirement. It also discusses how project performance management involves designing, delivering, and ensuring operational readiness of projects on time and on budget. Finally, it notes that asset, project, and overall portfolio performance management are important and interrelated.
Slides from 'The Journey Towards Asset Management Excellence' held 24th July 2014.
It can be difficult to know which asset management approach will help you obtain the maximum value from your assets, while also helping you to keep costs down.
In this free webinar Donald MacDonald will discuss the pros and cons of each approach, as well as examine how these can help you achieve excellence in asset management.
Key Topics:
* The various alternative approaches to asset management available to the FM practitioner.
* The advantages and the disadvantages of each of these approaches.
* The roles that these various approaches play in achieving excellence in asset management.
About Donald:
As Head of Consultancy at Programmed Facility Management, Donald is responsible for Programmed Facility Management's Consultancy team's service provision throughout Australia.
Donald has interests in the development of the FM profession in Australia. He has presented, lectured and had several articles published on topics such as life cycle budgeting, best practice maintenance provision and facilities management in general.
www.programmed.com.au
The document provides an overview of key concepts from the Information Technology Infrastructure Library (ITIL) framework. It describes ITIL's service lifecycle, which includes service strategy, service design, service transition, service operation, and continual service improvement. For each phase, it lists and briefly explains several of the core processes. It also defines some foundational ITIL terms, such as service, service provider, and IT service management.
ITIL is a framework for managing IT services that consists of 5 stages: service strategy, service design, service transition, service operation, and continual service improvement. The stages guide organizations in defining service strategies, designing services, managing changes, operating services, and continually improving services to efficiently serve customers and users.
This document introduces managed IT infrastructure services. It discusses threats to infrastructure like data corruption, component failure, and human error. It then outlines the benefits of managed services, including higher availability, efficient outsourcing, 24/7 monitoring, and leveraging best practices. Key aspects of the managed services solution are proactive monitoring, knowledge sharing, and certified staff.
The document discusses service level agreements (SLAs) in cloud computing. It defines an SLA as a contract between a customer and service provider that formally defines the aspects of a service including scope, quality, and responsibilities. The SLA specifies performance measurement, problem management, customer duties, warranties, and termination terms. SLAs can be defined at different levels including corporate, customer, and service levels.
The document discusses enterprise asset management (EAM) and its integration with ERP systems. It outlines the benefits of EAM such as improved asset performance, reduced costs, and extended asset life. It also discusses key challenges around asset management and how EAM addresses issues like maintenance, parts management, preventative maintenance, and overall equipment effectiveness.
The document discusses replacement theory in operations research. It describes how replacement theory is used to determine the optimal time to replace equipment that deteriorates over time, such as vehicles. An example is provided where a transport company needs to determine the most economical time to replace a vehicle based on its decreasing resale value and increasing maintenance costs over eight years. The solution is that the vehicle should be replaced after four years, when the average total cost is lowest. The document also covers group replacement theory for items that fail suddenly without warning, like light bulbs, and provides an example to determine the optimal replacement policy for a set of light bulbs.
Service Level Management PowerPoint Presentation SlidesSlideTeam
This deck consists of total of thirty three slides. It has PPT slides highlighting important topics of Service Level Management Powerpoint Presentation Slides. This deck comprises of amazing visuals with thoroughly researched content. Each template is well crafted and designed by our PowerPoint experts. Our designers have included all the necessary PowerPoint layouts in this deck. From icons to graphs, this PPT deck has it all. The best part is that these templates are easily customizable. Just click the DOWNLOAD button shown below. Edit the colour, text, font size, add or delete the content as per the requirement. Download this deck now and engage your audience with this ready made presentation.
This document outlines various service catalogs including IT, facilities, and human resources. The IT service catalog allows end-users to get help, request equipment, and access required services simply. Facilities services can quickly deliver maintenance, repairs, and installations. The human resources catalog presents predefined benefits, payroll, and employee relations services.
Call Center Process Flow Charts: Templates For All Types From Time DoctorTime Doctor
A flow chart call center process is becoming increasingly necessary for call centers that want to be more efficient. This document explores what a call center process flow chart is and its five types. It also highlights three sample flowchart templates you can use and the five key benefits of using a flowchart call center process.
Source: https://biz30.timedoctor.com/flow-chart-call-center-process/?utm_campaign=slideshare&utm_source=slideshare
Service management is needed to manage the interaction between users and IT organizations and ensure technology services meet business needs. It involves managing the service desk, responding to incidents, identifying root causes of problems, maintaining service environments, controlling changes, monitoring service levels, and developing IT personnel. The goal is to deliver high quality, available services while minimizing disruptions and improving processes over time.
Example Call Center Work/Information Flow DiagramEquilibria, Inc.
There are bound to be times when your customer support team encounters a problem dealing with customers. You have no control over what customers say or do, but you do have control over how team members respond to questions or complaints in an efficient and productive way. With a combination of competent team members, well-written scripts and the right technology, your business can attract and retain happy and loyal customers.
Process maps (flowcharts) are one tool companies use to ensure team members know how to address customer support questions, escalate issues, and route calls. In this presentation, we begin with a process map given to employees working in a call center to screen job candidates. If you enjoy working with flowcharts, you’ll love this method to investigate your own customer service model. More process map templates are available for download at www.eqbsystems.com/shop. Thanks for watching!
The document describes a computerized maintenance management system (CMMS) and its functions. A CMMS maintains a database of information about an organization's maintenance operations to help workers perform their jobs more effectively. It enables management to schedule preventive maintenance, project costs and downtime, and analyze failures and resource usage. The CMMS has several key functional requirements including asset management, inventory management, work orders, job planning, resource planning, and reporting. It helps organizations achieve greater efficiency, minimize costs and downtime, and maximize asset usage.
The document discusses various aspects of implementing an ERP system, including strategies, challenges, and approaches. It describes the big bang approach where all modules go live at once, replacing the old system entirely. Alternatively, a phased approach implements modules sequentially. A parallel approach runs the old and new systems simultaneously before a switch. Key factors in choosing an approach include company size, centralized processes, and urgency of the ERP solution. Successful implementation depends on careful planning, change management, training, and addressing challenges like resistance to change.
ITIL is a set of best practices for managing IT services, development, and operations consisting of a series of books. A service desk provides a single point of contact for users and IT to improve customer service and support incident management, problem management, request fulfillment, and access management processes. An effective service desk is structured and staffed appropriately with trained personnel to resolve incidents quickly and at a low cost while meeting customer satisfaction metrics.
This document provides an overview of call center process management. It discusses managing business processes and activities to common goals like reducing costs and improving customer satisfaction. The presentation covers objectives like improving performance, productivity and revenue. It identifies challenges like integrating processes, products, channels and technology. It presents a customer interaction framework and discusses metrics like interaction performance. The overall aim is understanding customer needs and optimizing processes to enhance the customer experience.
The document provides an overview of procurement procedures for development projects funded by IFAD. It discusses the importance of proper procurement, responsibilities of various parties, regulatory frameworks, procurement methods, and key steps in the procurement process. The roles of the borrower/project management unit and IFAD are outlined. Misprocurement and the review of prequalification of bidders are also covered.
This document provides a template for a Service Level Agreement (SLA) to formally define the level of service between two parties, one as the customer and the other as the service provider. The template outlines the service description and scope, roles and responsibilities of each party, processes for requesting service, hours of coverage and response times, maintenance procedures, pricing structure, reporting requirements, and duration and review of the agreement.
Achieving Excellence in End-to-End Supply Managementmubarak2009
The document discusses challenges in supply chain management for service organizations. It notes a lack of integrated processes, tools, and information across supply chains. Common issues include no single contract repository, manual contract development, and an inability to match invoices to contracts. The presentation argues that effective contract management, using standardized templates and automation, can help address these issues and drive efficiencies across sourcing, procurement, and supplier management.
The document discusses asset and project lifecycle management. It describes how assets go through various stages including preliminary engineering, detailed engineering, construction, commissioning, operations, and retirement. It also discusses how project performance management involves designing, delivering, and ensuring operational readiness of projects on time and on budget. Finally, it notes that asset, project, and overall portfolio performance management are important and interrelated.
Slides from 'The Journey Towards Asset Management Excellence' held 24th July 2014.
It can be difficult to know which asset management approach will help you obtain the maximum value from your assets, while also helping you to keep costs down.
In this free webinar Donald MacDonald will discuss the pros and cons of each approach, as well as examine how these can help you achieve excellence in asset management.
Key Topics:
* The various alternative approaches to asset management available to the FM practitioner.
* The advantages and the disadvantages of each of these approaches.
* The roles that these various approaches play in achieving excellence in asset management.
About Donald:
As Head of Consultancy at Programmed Facility Management, Donald is responsible for Programmed Facility Management's Consultancy team's service provision throughout Australia.
Donald has interests in the development of the FM profession in Australia. He has presented, lectured and had several articles published on topics such as life cycle budgeting, best practice maintenance provision and facilities management in general.
www.programmed.com.au
The document provides an overview of key concepts from the Information Technology Infrastructure Library (ITIL) framework. It describes ITIL's service lifecycle, which includes service strategy, service design, service transition, service operation, and continual service improvement. For each phase, it lists and briefly explains several of the core processes. It also defines some foundational ITIL terms, such as service, service provider, and IT service management.
The document provides guidance on managing customer service. It discusses understanding service culture, key skills for quality customer service like communication skills and addressing different customer behaviors. It emphasizes the importance of reliability, assurance, tangibles, empathy and responsiveness. Additionally, it outlines strategies for resolving service issues and addressing different customer needs and styles such as dominance, influencing, steadiness and compliance. The overall focus is on developing a positive service culture and customer-centric approach.
The document outlines various rights that customers have when purchasing goods or services. It discusses rights regarding defective products, returns and refunds, warranties, lay-bys, equality in the consumer market, choosing and canceling suppliers, being informed, fair marketing and contract terms, a healthy environment, and more. Key rights include the right to safe, fit-for-purpose products; refunds for faulty goods; statutory warranties; fair lay-by terms; equal treatment; canceling agreements; returning unsatisfactory items; and full disclosure of accurate information.
HOW TO ORGANIZE A SUCCESSFUL CUSTOMER SERVICE ORGANISATION - SKATKomfo
It's been such an exciting journey for SKAT, since it kicked off on Facebook in 2015. SKAT will share insights about how their team manoeuvres through a day filled with challenges, rules, constant media monitoring - how they keep up the spirit and how they rely and ensure good internal communication.
Technology in support of utilities challengesAitor Ibañez
This document discusses the need for new technology to help utilities companies address challenges from rapidly growing data volumes and the need for extreme performance, massive integration capabilities, and business process automation. Specifically, it notes the need for engineered systems capable of handling large, unstructured data; seamless integration across boundaries; and event-driven architectures. It provides an example technology - the Oracle Exadata database machine - designed to eliminate performance trade-offs through a scalable grid architecture combining database and storage servers.
At Atos we strive to create the firm of the future. We believe that bringing together people, technology and business is the way forward. Every day we power sustainable progress for our clients and partners, the wider community and ourselves.It is our unique approach as business technologists that makes this possible.
The drive and ability to write history, for our clients, the wider community and ourselves
Digital transformation challenges & opportunities 4 enterprises v1.1itnewsafrica
This document discusses digital transformation and outlines a phased approach companies can take. It first discusses how digital transformation brings both challenges and opportunities for enterprises. It then outlines three phases of digital transformation: digital front end transformation focusing on customer-facing areas, a digitally integrated enterprise with end-to-end customer centricity and data intelligence, and digital ecosystems involving collaborative business models and innovation networks. The document emphasizes that digital transformation involves reshaping business models and that the CIO role must shift to creating business value. It also notes that digital growth is fueling changes to the skills needed by organizations.
1. Customer service involves meeting customer expectations and satisfaction. It is important to appreciate customers, support products/services, listen to customers, and take responsibility when issues arise.
2. Effective customer care requires qualities like being cheerful, adaptable, and organized as well as skills in communication, problem solving, and patience. Customer data should be used to enhance relationships over time.
3. Key responsibilities of customer care include informing customers when services are complete, following up after services, reminding customers of upcoming services, and managing appointments to serve customers efficiently.
The document discusses organizational change and managing it successfully. It identifies forces that drive change and resistance to change. It compares four main approaches to change management, including Lewin's three-step model of unfreezing, moving, and refreezing. It also discusses creating a culture for change and innovation through learning organizations. Global implications on changing organizational culture are also addressed.
Service life-cycle management (SLM) aims to streamline aircraft maintenance operations by eliminating unnecessary tasks and optimizing necessary maintenance. SLM analyzes historical maintenance data to determine the optimal timing and methods for maintenance. Major airlines and MRO providers are adopting SLM solutions from companies like Accenture to reduce maintenance costs, which represent a sizable portion of operating expenses. SLM leverages aircraft usage data and predictive analytics to do the right maintenance at the lowest cost.
LO1 Understand customer service policies within business and services contexts
Policies: policies (structure, use, focus, customer requirements/expectations, product and service knowledge, consultation, confidentiality, customer perceptions and satisfaction, monitor customer service and satisfaction, influences affecting implementation, effective communication) Quality of service: methods of assessment; customer expectations; standardised procedures; codes of practice; staff levels (staffing levels, staff competency, flexibility, reliability and responsiveness) Evaluation: purpose; sources of feedback; accuracy; relevance; reliability; validity; methods of data collection; improvements; staff training and development Hospitality industry: industries within the hospitality industry eg hotels, restaurants, pubs, bars and nightclubs, contract food service providers, hospitality services, membership clubs, events
An IoT13 presentation showcasing promising companies in the internet of things. Ken Foster, Thingworx, describes the Internet of things and M2M opportunity for his company and the evolution of the M2M market
The document discusses challenges in implementing Service Integration and Management (SIAM) including lack of transparency, poor contract negotiation position, and difficulty measuring performance. It then outlines Software AG's proven methodology for implementing SIAM, which involves analyzing the current state, designing the target state, and establishing governance processes. The methodology includes steps like defining business capabilities and services, mapping applications, analyzing costs and contracts, and prioritizing project portfolios.
The document discusses the importance of customer service attitude and techniques. It emphasizes that customer service is not just a department, but an attitude that must be held by all. It provides tips for handling difficult customer types, such as interrupters and assumers. The document also outlines best practices for maintaining superior customer relationships through communication, accessibility, knowledge, reliability and empathy. It stresses focusing on customer needs above all.
Digital SMBs - Powering India into the FutureZinnov
Zinnov leveraged insights gathered from 5000+ SMBs over the last year to assess the digital opportunity across geographies and industry verticals. This report studies the key enablers and business segments that will undergo disruption due to the digital revolution. Digitally empowered SMBs will leverage technological advances to enhance efficiency and impact India’s GDP, Growth and Employment.
On an annual basis, The Business Journals gathers data from a national sample of small and mid-size business owners to compile key learnings and insights into the state of the SMB market. Within the proprietary report, we're sharing the big picture, new and notable market shifts, purchase dynamic themes and the most trusted brands.
External customers expect value, quality products and services, and helpful assistance when shopping. Not meeting these expectations could damage a business's reputation and reduce sales.
Internal customers, like employees, expect fair pay and a safe working environment. Unfair pay can reduce motivation and morale, while unsafe conditions are a company's responsibility to address.
HfS Webinar Slides: The State of Outsourcing and Business Operations 2017HfS Research
View the webinar replay here: http://www.hfsresearch.com/webinars/state-of-business-operations-2017
The webinar will share the key findings of the State of Business Operations survey by HfS Research in conjunction with KPMG with 829 enterprise buyers, service providers, and advisor/consultants.
The outsourcing and shared services market has been in a seemingly endless state of flux for as long as HfS Research has existed – with the current market more confused than ever before, organizations struggling to cope with competing priorities, and confusion on the requisite timing and methods to best exploit new(ish) technologies such as process automation and evolving service delivery models.
We have seen the latest wave of change agents combine into the “digital” phenomenon, manifesting in a jumble of technology change and business drivers. Enterprises are being forced - more so than ever -to become increasingly customer-centric as they must respond to progressively complex online demands. This is driving investment in new technologies such as IoT, and analytics, and new ways of consuming, technology, and business process services – with software platforms encroaching on classic operational services.
Attend and learn:
- Changes to organizational operating and service delivery models
- The investments and directives driving operational change
- The use of shared services, outsourcing, global business services, and the impact of automation and offshoring on these service delivery models
- The maturity of business operating models linked to the use of alternative service delivery models and emerging technologies
- Adoption levels, challenges, and opportunities related to process and cognitive automation
- The effectiveness of outsourcing, above and beyond delivering cost savings, and impact on service provider selection
- Stakeholders’ current view on service providers and future expectations
- Organizational and operational talent challenges, shortages, and solutions, including automation
Presenters:
Phil Fersht – CEO & Chief Analyst, HfS Research
Jamie Snowdon – Executive Vice President, Research Operations, HfS Research
Dave Brown – Global Lead, Shared Services & Outsourcing Advisory, KPMG
Stan Lepeak – Director & Head, Research & Thought Leadership, Global Management Consulting, KPMG
The document discusses Service Integration and Management (SIAM) and lessons learned from implementing SIAM models. It defines SIAM as managing IT service delivery when using multiple suppliers instead of a single supplier. Reasons for adopting a SIAM include achieving efficiencies through commodity procurement at scale and meeting demands for better, quicker, cheaper services. The SIAM integrates separate "tower" suppliers into a single service and acts as the single point of contact, implementing ITIL and managing performance against service levels. Lessons include creating the SIAM function before other towers, ensuring open dialogue between stakeholders, and having a clear and robust IT service management toolset.
Achieving “services” business process excellence: Metrics-driven best practic...Genpact Ltd
With Aftermarket Services (AMS) rapidly becoming both a competitive differentiator and a growth mechanism, manufacturers would do well to shift to a service factory model, which can reduce service costs for AMS by 20% and increase service revenue by 25%.
Asug aut mi new realities of aftermarket 2016 0310 v fWilliam Newman
Presentation to the ASUG Michigan Automotive SIG panel on preliminary findings from SAP and AASA aftermarket survey conducted in 4Q2015, preview of hybris Automotive
Maximizing service profitability at optimized cost to serve: Next generation ...Genpact Ltd
The document discusses building an effective service delivery model for aftermarket services. It suggests implementing key performance indicators centrally and creating next generation processes to optimize cost to serve, increase customer satisfaction, drive service revenue, and enhance service profitability. It also recommends creating a strong backend and service delivery model by de-coupling, consolidating, and centralizing processes. Finally, it positions technology as a key enabler when tightly integrated with processes and people to drive realized benefits across the aftermarket services value chain.
BearingPoint's predictive maintenance approach supports clients to optimize asset availability, reduce failure rates and minimize downtimes. Clients will be able to predict breakdowns and initiate tangible actions to avoid them.
Webinar: Optimize SAP Parts Inventory and Make Your Service Contracts ProfitableAPPSeCONNECT
Industry verticals such as #manufacturing and #distribution cannot thrive without a capable customer service function.
The processes involved include diligent management of inventory, service contracts, deferred billing / incoming payments, warranty tracking, effective handling of service calls and dispatch board.
ECS, an APPSeCONNECT partner, has recently devised the ProcECS Engine that resides within SAP. The solution not only helps businesses manage the above processes within #SAP but also enables users to drive productivity and visualize data, based on their organization’s unique workflow. Organizations can grow revenues and increase their bottom-line performance by preventing revenue leaks and expanding service offerings in a way backed by data.
Here's the #Webinar Presentation to get a better understanding on the subject!
K.V.B. Deekshitulu is applying for a senior after sales service/customer care position. He has over 13 years of experience in leadership roles providing after sales service and customer care for consumer durable, electronic, and telecom companies. He has a track record of creating extensive dealer networks, implementing strategies to expand revenue, and ensuring prompt customer issue resolution. Currently he is the deputy manager of customer care at Jaquar & Company, where he manages field service operations and a team providing customer satisfaction. He is seeking a managerial role utilizing his experience in after sales service operations.
Aftermarket is an important source of revenue for many companies. However, many OEM's face not just revenue leakages, but also ineffective customer and dealer experiences. In this paper, Browne & Mohan consultants share an approach to conduct an aftermarket audit.
Identify emerging trends in defects to reduce warranty and recall
costs, maintain brand strength, and improve customer loyalty
Manufacturers, on an average, spend as high as 2.5% to 8% of their revenue on warranty costs. Best in class
manufacturers have been able to achieve warranty spends as low as 0.5%, underlining the tremendous potential for
cost reduction in business operations - from efficient process management as well as product quality improvement.
Majority of manufacturing companies limit their warranty business intelligence to historical reporting needs.
Manufacturers need robust technology that can monitor & report, provide timely alerts on critical warranty parameters,
predict warranty patterns and improve the analysis of scenarios under different warranty conditions. Presenting
Sailotech’s Warranty Analytics Solution - a rapid deployment, quick returns remedy to current business challenges.
Warranty Analytics solutions use to discover hidden trends in warranty and service records to more quickly identify the
emergence of previously unknown defects. Sailotech can transform data into insights to help you proactively address
your brand equity resulting from product defects while balancing customer satisfaction with profitability.
For technical services and project people, the course gives an in site into the right selection of a machine, How to draft a
procurement specification of a compressor. They are exposed to the method of performance evaluation, understanding
performance curves operational issues like parallel operation and evaluate the machine performance from site operating data.
For Operational people, this course gives an exposure to understand surging, choking and off design operation of the
machine. Operational care required for the typical services will help them to understand the more reliable operation and help
them to take immediate corrective actions.
For maintenance people. they will get an exposure to the constructional aspects and help them to ensure proper assembly and diagnose the mechanical problems and those of the operational problems caused by mechanical malfunctioning.
This document discusses using Six Sigma to increase service speed and efficiency at the Sheraton Imperial Kuala Lumpur Hotel restaurant. It provides an overview of Six Sigma, outlines issues with current restaurant service like lack of training and teamwork, and presents an action plan. This includes developing a training program, strengthening teamwork, balancing performance and learning, and appointing a dedicated trainer to address problems and improve the restaurant's GSI score.
A Next-Generation Approach to Integrated Warranty ManagementCognizant
For today's manufacturers, warranty management is one of the most tangible customer-facing functions. A next-generation, closed-loop warranty system can help companies automate and integrate warranty-related data to enhance field service and improve the management of returns, repairs and claims.
SOLVED SMU MBA ASSIGNMENTS AVAILABLE....Naveen Kumar
Remaining Answers are available in Paid Assignments……..
Contact us for complete assignments…..
NAVEEN KUMAR: 09958511016 /09971164259
E-MAIL: naveenk31@yahoo.co.in / smuassignments2014@gmail.com
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The document discusses after-sales services and support provided by businesses to their customers. It covers key elements of after-sales services like installation, training, maintenance, repair, warranty and support. It also discusses strategies for effective after-sales service and the advantages it provides like customer satisfaction, retention and loyalty.
The document outlines 7 habits of highly effective field service organizations: 1) deliver proactive service through data analysis and predictive maintenance, 2) begin and end with customer feedback by integrating feedback into the service lifecycle management system, 3) prioritize contract renewals and have systems to track entitlements and send renewal notifications, 4) think mobility by giving technicians mobile access to information, 5) understand parts inventory and track the repair process and parts availability, 6) synergize people, processes, and technology through process optimization, and 7) sharpen dispatch and scheduling to ensure the right technicians are assigned. The document was written by CSDP, a software company that provides service relationship management solutions.
Best Practices to Grow Service Contract Sales Webinar by MizeMize Inc.
Manufacturers are placing increased attention on growing top line service revenue captured through the sale of Extended-Warranty/Extended-Service (EW/ES) programs. Key factors such as Program configuration, and Contact with Customers after the product purchase impact the Service Contract attachment and renewal rates. During the Webinar "Best Practices to gorw Service Contract Sales" hosted by Mize, The presentation includes the results of a benchmarking study conducted among field service managers and warranty professionals who influence, recommend or make decisions about extended warranty and extended service programs.
Samarth Kumar has over 8 years of experience in project management and business leadership roles, most recently as a Lead Project Engineer at John Crane Sealing Systems India Limited where he oversees project execution from order booking through delivery. Prior to this, he spent 6 years at Control Components India Pvt Ltd in progressively senior roles managing projects, inventory, and a team with over $130M in annual revenue. He holds a BE in Chemical Engineering and several professional certifications.
“Direct” Spend Management: Optimizing spend and increasing direct material av...Genpact Ltd
In the last few years since the Great Recession, organizations have attempted to optimize supply chain operations and position themselves for growth over the next 3-5 years. This includes tapping “low-hanging fruit” in the optimization journey, largely in the indirect sourcing transactional services such as logistics. Procuring “direct” material, however, seems to be a relatively untapped opportunity for organizations to continue optimizing their supply chains. Inevitably, companies can benefit significantly more by opting for an end-to-end framework rather than through incremental improvements to direct spend management processes.
Software Maintenance & Support RationalizationFlexera
This document discusses software maintenance and support costs consuming a significant portion of IT budgets and the difficulty of reining in these costs without establishing standardized processes. It introduces Flexera Software's Software Maintenance & Support Rationalization offering which helps clients develop rigorous processes to optimize maintenance and support levels through assessments, developing methodologies, and knowledge transfer, typically achieving 6-15% cost savings. The service is a consultative engagement to accelerate development and implementation of robust rationalization processes.
Critical Facilities Operations Process: Explanations and illustrative examples.
For training videos, please visit https://m.youtube.com/channel/UCYw2fG4p7buyhJD0EYHahuQ
How can you increase profits while your money is literally going out the door? We have identified 10 common service problems companies experience and provided some solutions to those problems, which will help you fix your revenue leakage as well as increase efficiencies and drive more revenues.
Similar to New Ways to Service Lifecycle Management (20)
This document outlines 10 top trends in the healthcare industry for 2022 according to research by Capgemini. The trends include: 1) COVID-19 fast-tracking digital health and remote care delivery; 2) A focus on patient-centric, personalized care and shoppable healthcare experiences; 3) Adopting a whole-patient approach and understanding social determinants of health; 4) Using real-time healthcare data and IoMT to improve medical management; 5) Increased involvement of non-traditional players like BigTech firms; 6) Modernization efforts and cloud adoption in the industry; 7) Prioritizing pricing transparency and shoppable healthcare; 8) Increased focus on data privacy and security; 9) Margin pressures triggering
A combination of factors − the pandemic, catastrophic weather events, evolving policyholder expectations, and insurers’ drive for operational efficiency and future relevance − are sparking P&C industry changes.
In a post-COVID, new-normal environment, the most strategic insurers are building resilient, crisis-proof enterprises poised to take advantage of emerging and future business opportunities. They are leveraging advanced data analytics and novel technologies to assure agility and achieve positive revenue and customer satisfaction outcomes. Competitive advantage will hinge on accelerated digitalization and faster go-to-market. Therefore, win-win partnerships and embedded services with InsurTechs and other ecosystem players are critical.
Read Capgemini’s Top P&C Insurance Trends 2022 for a glimpse at the tactical and strategic initiatives carriers are undertaking to boost customer-centricity, product agility, intelligent processes, and an open ecosystem to ensure profitable growth and future-readiness.
This analysis provides an overview of the top trends in the commercial banking sector as they shift to technology high gear to boost client efficiency and battle a volatile, uncertain, competitive, and evolving landscape.
First, it was retail banking. Now, advanced technology is shifting to – and disrupting − the commercial banking space. Many commercial banks, known for paperwork, red tape, and branch dependency, were unprepared to support clients during their post-COVID-19 ramp-up. But now, the digital pivot to new mindsets, partnerships, and processes is in overdrive.
As commercial banks grapple with competition from FinTechs, BigTechs, and alternative lenders, their inability
to fulfill SME demands and pandemic after-shocks necessitates transformative process changes and a move
to experiential, sustainable, and inclusive banking models. We expect banks to strive to meet the demands
of corporate clients and SMEs by digitally transforming critical workflows and improving client experience.
Additionally, incremental process improvements in the middle and back-office that leverage intelligent
automation will keep the competition at bay because engaged clients are loyal.
Adopting newer methods to mine data and moving to as-a-Service models will prepare commercial banks
to flexibly respond to newcomers and find ways to co-exist through effective collaboration. The time has come for commercial banks to put transformation on the fast track as lending losses in wallet and market share could spill over to other functions!
How incumbents react and respond to 2022 trends could determine their relevancy and resiliency in the years ahead.
The Covid-19 pandemic necessitated the payments industry undergo a facelift, sparked by novel approaches from new-age players, fostered by industry consolidation, and customers’ demand for end-to-end experience. Crossing the threshold, the industry is entering a new era – Payments 4.X, where payments are embedded and invisible, and an enabling function to provide frictionless customer experience. As customers make a permanent shift to next-gen payment methods, Digital IDs are critical for a seamless payment experience. The B2B payments segment is witnessing rapid digitization. BigTechs, PayTechs, and industry newcomers are ready to jump in with newfangled solutions to help underserved small to medium-sized businesses (SMBs).
As incumbents struggle with profits, new-age firms are forging ahead to take the lead in the Payments 4.X era by riding the success of non-card products and services. The new era demands collaboration, platformification, and firms can unleash full market potential only by embracing API-based business models and open ecosystems. Data prowess and enhanced payment processing capabilities are inevitable to thrive ahead. The clock is ticking for banks and traditional payments firms because the competitive advantage is not guaranteed forever. As industry players seek economies of scale, consolidations loom, and non-banks explore new territories to threaten incumbents’ market share. While all these 2022 trends are at play, central bank digital currency (CBDC) is emerging globally and might open a new chapter in the current payments landscape.
As we slowly move out of the pandemic, financial services firms have learned the criticality of virtual engagement to business resilience. Wealth management firms will need capabilities to cater to new-age clients and deliver new-age services. This report aims to understand and analyze the top trends in the Wealth Management industry this year and beyond.
A year ago, our Top Trends in Wealth Management report emphasized how the pandemic sparked disruption and digital transformation and changing investor attitudes around Environmental, Social, and Corporate Governance (ESG) products. As we begin 2022, many of those trends continue to hold as COVID-19’s wide-reaching effects continue to influence the wealth management industry.
As wealth management (WM) firms supercharge their digital transformation journeys, investments in cybersecurity and human-centered design are becoming critical to building superior digital client experience (CX). Another holdover trend − sustainable investing – is gaining mainstream attention and generating increasingly sophisticated client demands. Data and analytics capabilities will become ever more essential for ESG scoring and personalized customer engagement. As large financial services firms refocus on their wealth management business while new digital players make industry strides, competition is becoming historically intense. Not surprisingly, client experience is the new battleground.
This analysis provides an overview of the top trends in the retail banking sector driven by the competition, digital transformation, and innovation led by retail banks exploring novel ways to create and retain value in evolving landscape.
COVID-19 caught banks off guard and shook legacy mindsets to the core. With 20/20 (2020) hindsight, firms are more aware, digitally resilient, and financially stable as they head into 2022. The trials of the past 18 months forced firms to shore up existing business and consider new models and revenue streams.
Customer-centricity remains at the top of most FS agendas and is a 2022 focal point. Banks will focus on achieving operational excellence as diligently as delivering superior CX. In 2022 and beyond, it will be paramount for FIs to explore and invest in new technologies to remain relevant and resilient.
Banking 4.X will arrive in full force in 2022 with platform-supported firms monetizing diverse ecosystem capabilities and aggressively harvesting data to create experiential customer journeys through intelligent and personalized engagements. The new era will compel future-focused banks to finally abandon legacy infrastructure and collaborate with third-party specialists to solidify their best-fit, long-term roles. Increasingly, open platforms will make banks invisible as banking becomes embedded into customer lifestyles. At the same time, banks will shed asset-heavy models and shift to the cloud for greater agility, speed to market, and faster innovation. The shift will act as a precursor to adopting new technologies on the horizon – 5G and Decentralized Finance.
The recent past was filled will extraordinary lessons for financial institutions. Now is the time to act on those learnings and move forward profitably.
While COVID-19 has sparked the demand for life insurance, it has also exposed the operating model vulnerabilities in distribution, servicing, and customer retention. In a post-COVID, new-normal environment, insurers need to enhance their capabilities around advanced data management and focus on seamless and secure data sharing to provide superior CX and hyper-personalized offerings. Accelerated digitalization and faster go-to-market are vital to remaining competitive, and win-win partnerships with ecosystems are critical in the journey.
Read our Top Life Insurance Trends 2022 to explore the tactical and strategic initiatives carriers undertake to acquire competencies around customer centricity, product agility, intelligent processes, and an open ecosystem to ensure profitable growth and future readiness.
Property & Casualty Insurance Top Trends 2021Capgemini
The Property & Casualty insurance landscape is evolving quickly with the changing risk landscape, entry of new players, and changing customer expectations. The ripple effects of COVID-19 on the P&C insurance industry and natural disasters such as forest fires have adversely impacted insurance firm books.
In this scenario, to ensure growth and future-readiness, the most strategic insurers strive to be ‘Inventive Insurers’ – assuming a customer-centric approach, deploying intelligent processes, practicing business resilience and go-to-market agility, and embracing an open ecosystem.
Read our Property & Casualty Insurance Top Trends 2021 report to explore the strategies insurers are adapting to remain competitive amidst the evolving business landscape and how they can explore new ways to enhance their profitability.
A combination of factors such as demographic changes, evolving consumer preferences, and desire to become operationally efficient were already spurring changes in the life insurance industry. Enter 2020 – the COVID-19 pandemic is having a significant impact on the industry.
At the peak of disruption, the focus was on ensuring business continuity, but new initiatives are cropping up to tackle the challenges as the industry is adapting to the new normal.
Furthermore, COVID-19 has acted as a catalyst, pushing life insurers to prioritize their efforts on improving customer centricity, developing go-to-market agility, making processes intelligent, building business resilience, and embracing the open ecosystem.
Read our Life Insurance Top Trends 2021 report to explore the strategies insurers are adopting to manage the changing market dynamics.
The uncertainty of 2020 is setting the global tone for the immediate future in the financial services industry. So it is no surprise banks are laser-focused on business resilience, emphasizing both financial and operational risks. The need to adapt quickly to new normal conditions through virtual customer engagement is clear.
Customer centricity continues to drive commercial banks’ solution designs. And, the pandemic compelled products that deliver immediate client value ‒ quick digital onboarding, seamless lending, and support for small and medium-sized enterprises (SMEs). The onus is now on banks to go to market more quickly, which requires the implementation of intelligent processes and integrating corporates’ enterprise resource planning (ERP) systems with banking workflows.
To achieve go-to-market agility, banks across the globe are investing in and collaborating with FinTechs. Many of these partnerships are focused on boosting digital lending and providing seamless support to anxious small-business clients in need of assurance.
With newfound impetus for FinTech collaboration, commercial banks have picked up their step on the path toward OpenX. COVID-19 made it evident that survival during turbulence is manageable through collaboration with ecosystem players.
Read our Top Trends in Commercial Banking 2021 report to explore the strategies banks are adapting to transform their businesses from a product-led, siloed model to an experiential and agile plan.
When we published the Top Trends in Wealth Management 2020, little did we foresee the pandemic that would sweep through the world and disrupt life as we knew it. Yet, when we reviewed last year’s trends, we found that many still hold and some have taken on even greater relevance. One such trend is sustainable investing, which had begun to gain prominence as investors became more aware of ESG considerations, and firms rolled out more sustainable investing offerings. Another trend that has accelerated in the post-COVID world is the importance of investing in omnichannel capabilities and technologies such as artificial intelligence (AI) to enhance personalization and advisor effectiveness. The pandemic has driven wealth management firms to accelerate their digital transformation journey, with some immediate focus areas being interactive client communications and digital advisor tools.
There is no denying that time is of the essence. Yes, budgets are tight, but the Open X ecosystem offers wealth management firms opportunities to reimagine their operating models and deliver excellent customer experience cost-effectively.
Top trends in Payments: 2020 highlighted the payments industry’s flux driven by new trends in technology adoption, innovative solutions, and changing consumer behavior. The pandemic has tested the digital mastery of players, who are already grappling with transition. Non-cash transactions are on a robust growth path, accelerated by increased adoption during COVID-19. Regulators are working to instill trust and address non-cash payments risk amid unparalleled growth as players collaborate to quell uncertainty. Regional initiatives, such as the P27 (Nordics real-time payments system) and the EPI (European Payments Initiative), are gaining traction in response to country-level fragmentation and competition.
Investment in emerging technologies is looked upon as an elixir to mitigate fraud, data-driven offerings are being considered for providing value-added propositions, and distributed ledger technology is in focus for digital currency solutions, efficiency enhancement, and cost gains. New players, such as retailers/merchants, are integrating payments into their value chains while technology giants are upscaling their financial services game by weaving offerings around payments as a center stage. Constrained by budgets, firms consider business models such as Platform-as-a-Service (PaaS) to provide cost-effective and superior customer experience.
A combination of factors, including demographic changes, evolving consumer preferences, and regulatory and compliance mandates, were already spurring change in the health insurance industry. Enter 2020 and the COVID-19 pandemic, which is having sweeping implications for the industry.
At the peak of disruption, the focus was on ensuring business continuity, but new initiatives are cropping up to tackle the challenges as the industry adapts to the new normal.
Furthermore, some changes are here to stay, and it will be prudent for the industry players to be resilient to the market shifts by being agile, improving member centricity, making processes intelligent, and embracing the open ecosystem.
Read our Health Insurance Top Trends 2021 report to explore the strategies insurers are adopting to manage the external pressures.
The banking industry’s resilience is being tested as banks navigate through a remarkable 2020 filled with uncertainties. The impact of COVID-19 has been about setting the tone for future operational models. Retail banks have shifted focus towards integrated risk management with a more holistic view of operational risks. Adapting to the new normal, banks have prioritized cost transformation while engaging customers virtually. Incumbents sought to be more responsible within fast-changing environmental conditions and ESG remained a critical focus.
To provide more experiential services, banks are leveraging techniques such as segment-of-one to hyper-personalize offerings while aiming to humanize digital channels for increased engagement. Banks are also revamping middle and back offices, going beyond the front end leveraging intelligent processes. Open X is enabling banks to play on their strengths and use the expertise of ecosystem players. Going forward, banks are poised to become an enhanced one-stop shop by providing consumers value-adding FS and non-FS experiences.
To acquire customers in cost-effective manner, retail banks are tapping value-based propositions ‒ such as POS financing and mortgage refinancing. Further, Banking-as-Service provides incumbents a way to provide their high-value offerings to other players. In preparation for the future, banks will be looking to improve their go-to-market agility by leveraging the benefits of cloud. This analysis outlines the top 10 trends in retail banking for 2021.
Explore how Capgemini’s Connected autonomous planning fine-tunes Consumer Products Company’s operations for manufacturing, transport, procurement, and virtually every other aspect of the supply-value network in a touchless, autonomous way.
Financial services is undergoing a paradigm shift that is forcing incumbent retail banks to rethink growth strategies as they struggle to remain relevant. Growing competition from BigTechs, FinTech firms, and challenger banks has added to the complexity created by increasingly stringent regulatory and compliance requirements. Customers now expect a seamless customer journey and personalized offerings because they have become accustomed to top-notch individualized service from GAFA giants Google, Apple, Facebook, and Amazon. The changing ecosystem offers established banks new, unexplored opportunities and encourages a transition beyond traditional products to meet the exacting requirements of today’s customers. Bank collaboration with FinTech and RegTech partners is becoming commonplace. Incumbents are exploring point-of-sale financing and unsecured consumer lending, while they also boost their digital channel competencies to reach a broader customer base. Banks are beginning to accept open APIs and are working with third-party specialists to create an open shared marketplace. Technological advancements such as AI are fueling efforts to evolve customer onboarding and touchpoint processes. Increasingly, banks are turning to design thinking methodology to understand the customer journey, extract deep insights, and develop a more refined user experience across the customer lifecycle.
Our analysis of the top retail banking trends for 2020 offers a glimpse into the fast-changing banking ecosystem and explores the tools and solutions being used to face new-age challenges.
Aspects of the life insurance industry have remained constant for years – and so have premiums. Traditional savings products have taken a huge hit in terms of attractiveness because low interest-rates prevail. Meanwhile, the risk landscape is shifting, and insurers need to align better with the emerging business environment, manage changing customer preferences, and improve operational efficiencies. Within today’s scenario, industry players are undertaking tactical and strategic shifts in attempts to manage unpredictable market dynamics. Insurers must develop alternative products to breathe new life into policies and leverage emerging technologies (artificial intelligence (AI), analytics, and blockchain) to improve efficiency, agility, flexibility, and customer-centricity.
Read Top Trends in Life Insurance: 2020 for a look at the innovative steps future-focused insurers are considering to meet industry challenges and opportunities.
The health insurance industry is evolving and undergoing significant changes. As the risk landscape shifts, insurers are working to improve operational efficiencies, meet evolving customer preferences, and align better with the changing business environment. Accordingly, payers must adapt and align business models and offerings. An incisive tactical approach is required to accommodate members’ needs and related emerging risks — medical, health, and environmental. Advanced technologies such as artificial intelligence, analytics, automation, and connected devices are enabling insurers to manage these changes proactively, partner with members, and help to prevent risks, all the while continuing to fulfill payer responsibilities.
Read Top Trends in Health Insurance: 2020 to learn which strategies insurers are adopting to navigate and align with today’s challenges.
Similar to other financial services domains, payments is evolving into an open ecosystem. The EU’s Payment Services Directive (PSD2) pioneered open banking by encouraging banks and established payments players to securely open the systems to foster competition, innovation, and more customer choices. In tandem with non-cash transaction growth, regulations are driving banks and payments firms to expand their array of payment methods and channels. Governments are encouraging financial inclusion by also promoting the adoption of non-cash payments. Increasingly, merchants and corporates seek to offer alternative payment systems because of widespread popularity among consumers. Alternative payments also enable merchants to provide real-time and cross-border payments to boost business efficiency.
Banks, payment firms, card firms, BigTechs, FinTechs, and other players are continuously developing new technology to cash in on market changes. However, data breaches and fraud continue to hinder innovation as firms devote countless resources each year to address security issues. Many governments are also designing new regulations to reduce ecosystem threats. All these measures are expected to make the current ecosystem much more secure and simple for players as well as customers.
Top Trends in Payments: 2020 explores and analyzes payments ecosystem initiatives and solutions for this year and beyond
Removing Uninteresting Bytes in Software FuzzingAftab Hussain
Imagine a world where software fuzzing, the process of mutating bytes in test seeds to uncover hidden and erroneous program behaviors, becomes faster and more effective. A lot depends on the initial seeds, which can significantly dictate the trajectory of a fuzzing campaign, particularly in terms of how long it takes to uncover interesting behaviour in your code. We introduce DIAR, a technique designed to speedup fuzzing campaigns by pinpointing and eliminating those uninteresting bytes in the seeds. Picture this: instead of wasting valuable resources on meaningless mutations in large, bloated seeds, DIAR removes the unnecessary bytes, streamlining the entire process.
In this work, we equipped AFL, a popular fuzzer, with DIAR and examined two critical Linux libraries -- Libxml's xmllint, a tool for parsing xml documents, and Binutil's readelf, an essential debugging and security analysis command-line tool used to display detailed information about ELF (Executable and Linkable Format). Our preliminary results show that AFL+DIAR does not only discover new paths more quickly but also achieves higher coverage overall. This work thus showcases how starting with lean and optimized seeds can lead to faster, more comprehensive fuzzing campaigns -- and DIAR helps you find such seeds.
- These are slides of the talk given at IEEE International Conference on Software Testing Verification and Validation Workshop, ICSTW 2022.
GraphSummit Singapore | The Art of the Possible with Graph - Q2 2024Neo4j
Neha Bajwa, Vice President of Product Marketing, Neo4j
Join us as we explore breakthrough innovations enabled by interconnected data and AI. Discover firsthand how organizations use relationships in data to uncover contextual insights and solve our most pressing challenges – from optimizing supply chains, detecting fraud, and improving customer experiences to accelerating drug discoveries.
Unlock the Future of Search with MongoDB Atlas_ Vector Search Unleashed.pdfMalak Abu Hammad
Discover how MongoDB Atlas and vector search technology can revolutionize your application's search capabilities. This comprehensive presentation covers:
* What is Vector Search?
* Importance and benefits of vector search
* Practical use cases across various industries
* Step-by-step implementation guide
* Live demos with code snippets
* Enhancing LLM capabilities with vector search
* Best practices and optimization strategies
Perfect for developers, AI enthusiasts, and tech leaders. Learn how to leverage MongoDB Atlas to deliver highly relevant, context-aware search results, transforming your data retrieval process. Stay ahead in tech innovation and maximize the potential of your applications.
#MongoDB #VectorSearch #AI #SemanticSearch #TechInnovation #DataScience #LLM #MachineLearning #SearchTechnology
Climate Impact of Software Testing at Nordic Testing DaysKari Kakkonen
My slides at Nordic Testing Days 6.6.2024
Climate impact / sustainability of software testing discussed on the talk. ICT and testing must carry their part of global responsibility to help with the climat warming. We can minimize the carbon footprint but we can also have a carbon handprint, a positive impact on the climate. Quality characteristics can be added with sustainability, and then measured continuously. Test environments can be used less, and in smaller scale and on demand. Test techniques can be used in optimizing or minimizing number of tests. Test automation can be used to speed up testing.
HCL Notes und Domino Lizenzkostenreduzierung in der Welt von DLAUpanagenda
Webinar Recording: https://www.panagenda.com/webinars/hcl-notes-und-domino-lizenzkostenreduzierung-in-der-welt-von-dlau/
DLAU und die Lizenzen nach dem CCB- und CCX-Modell sind für viele in der HCL-Community seit letztem Jahr ein heißes Thema. Als Notes- oder Domino-Kunde haben Sie vielleicht mit unerwartet hohen Benutzerzahlen und Lizenzgebühren zu kämpfen. Sie fragen sich vielleicht, wie diese neue Art der Lizenzierung funktioniert und welchen Nutzen sie Ihnen bringt. Vor allem wollen Sie sicherlich Ihr Budget einhalten und Kosten sparen, wo immer möglich. Das verstehen wir und wir möchten Ihnen dabei helfen!
Wir erklären Ihnen, wie Sie häufige Konfigurationsprobleme lösen können, die dazu führen können, dass mehr Benutzer gezählt werden als nötig, und wie Sie überflüssige oder ungenutzte Konten identifizieren und entfernen können, um Geld zu sparen. Es gibt auch einige Ansätze, die zu unnötigen Ausgaben führen können, z. B. wenn ein Personendokument anstelle eines Mail-Ins für geteilte Mailboxen verwendet wird. Wir zeigen Ihnen solche Fälle und deren Lösungen. Und natürlich erklären wir Ihnen das neue Lizenzmodell.
Nehmen Sie an diesem Webinar teil, bei dem HCL-Ambassador Marc Thomas und Gastredner Franz Walder Ihnen diese neue Welt näherbringen. Es vermittelt Ihnen die Tools und das Know-how, um den Überblick zu bewahren. Sie werden in der Lage sein, Ihre Kosten durch eine optimierte Domino-Konfiguration zu reduzieren und auch in Zukunft gering zu halten.
Diese Themen werden behandelt
- Reduzierung der Lizenzkosten durch Auffinden und Beheben von Fehlkonfigurationen und überflüssigen Konten
- Wie funktionieren CCB- und CCX-Lizenzen wirklich?
- Verstehen des DLAU-Tools und wie man es am besten nutzt
- Tipps für häufige Problembereiche, wie z. B. Team-Postfächer, Funktions-/Testbenutzer usw.
- Praxisbeispiele und Best Practices zum sofortigen Umsetzen
GraphRAG for Life Science to increase LLM accuracyTomaz Bratanic
GraphRAG for life science domain, where you retriever information from biomedical knowledge graphs using LLMs to increase the accuracy and performance of generated answers
Maruthi Prithivirajan, Head of ASEAN & IN Solution Architecture, Neo4j
Get an inside look at the latest Neo4j innovations that enable relationship-driven intelligence at scale. Learn more about the newest cloud integrations and product enhancements that make Neo4j an essential choice for developers building apps with interconnected data and generative AI.
Observability Concepts EVERY Developer Should Know -- DeveloperWeek Europe.pdfPaige Cruz
Monitoring and observability aren’t traditionally found in software curriculums and many of us cobble this knowledge together from whatever vendor or ecosystem we were first introduced to and whatever is a part of your current company’s observability stack.
While the dev and ops silo continues to crumble….many organizations still relegate monitoring & observability as the purview of ops, infra and SRE teams. This is a mistake - achieving a highly observable system requires collaboration up and down the stack.
I, a former op, would like to extend an invitation to all application developers to join the observability party will share these foundational concepts to build on:
“An Outlook of the Ongoing and Future Relationship between Blockchain Technologies and Process-aware Information Systems.” Invited talk at the joint workshop on Blockchain for Information Systems (BC4IS) and Blockchain for Trusted Data Sharing (B4TDS), co-located with with the 36th International Conference on Advanced Information Systems Engineering (CAiSE), 3 June 2024, Limassol, Cyprus.
Dr. Sean Tan, Head of Data Science, Changi Airport Group
Discover how Changi Airport Group (CAG) leverages graph technologies and generative AI to revolutionize their search capabilities. This session delves into the unique search needs of CAG’s diverse passengers and customers, showcasing how graph data structures enhance the accuracy and relevance of AI-generated search results, mitigating the risk of “hallucinations” and improving the overall customer journey.
How to Get CNIC Information System with Paksim Ga.pptxdanishmna97
Pakdata Cf is a groundbreaking system designed to streamline and facilitate access to CNIC information. This innovative platform leverages advanced technology to provide users with efficient and secure access to their CNIC details.
Cosa hanno in comune un mattoncino Lego e la backdoor XZ?Speck&Tech
ABSTRACT: A prima vista, un mattoncino Lego e la backdoor XZ potrebbero avere in comune il fatto di essere entrambi blocchi di costruzione, o dipendenze di progetti creativi e software. La realtà è che un mattoncino Lego e il caso della backdoor XZ hanno molto di più di tutto ciò in comune.
Partecipate alla presentazione per immergervi in una storia di interoperabilità, standard e formati aperti, per poi discutere del ruolo importante che i contributori hanno in una comunità open source sostenibile.
BIO: Sostenitrice del software libero e dei formati standard e aperti. È stata un membro attivo dei progetti Fedora e openSUSE e ha co-fondato l'Associazione LibreItalia dove è stata coinvolta in diversi eventi, migrazioni e formazione relativi a LibreOffice. In precedenza ha lavorato a migrazioni e corsi di formazione su LibreOffice per diverse amministrazioni pubbliche e privati. Da gennaio 2020 lavora in SUSE come Software Release Engineer per Uyuni e SUSE Manager e quando non segue la sua passione per i computer e per Geeko coltiva la sua curiosità per l'astronomia (da cui deriva il suo nickname deneb_alpha).