The document discusses strategies that firms use to achieve overall cost leadership. It provides examples of how WellPoint and General Mills reduced costs. WellPoint asked for a drug to be available over-the-counter, which would lower expenses. General Mills technicians observed NASCAR pit crews to learn how to cut the time needed to switch a production line from 5 hours to 20 minutes. Firms can gain insights from benchmarking best practices in other industries.
In this thought provoking paper we talk about how 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.
Effective supplier management can provide step change impact to a businessPetra Smith
Effective supplier relationship management (SRM) can provide significant benefits to businesses:
1) SRM sustains and enhances sourcing benefits through ongoing cost reductions, improved quality and service levels, and innovation.
2) It enables businesses to leverage scale and volume across contracts and suppliers.
3) SRM moves beyond traditional adversarial procurement approaches to collaborative long-term relationships.
4) By building trust and alignment, SRM mitigates risks of opportunism after contracts change and helps businesses adapt to impactful events.
Making Sense of Manufacturing Data - Industry 2.0 June 09Dhiren Gala
With increasing competition and ever demanding customers, manufacturing continues to face new challenges every day. By applying business intelligence techniques, manufacturing organizations can enhance operational management and realize new savings.
- Sanjay Mehta, CEO, MAIA Intelligence
DemandTec Customer Case Study: GordmansIBM DemandTec
Gordmans, a department store chain headquartered in Omaha, Nebraska with 65 stores, was experiencing rapid growth but faced challenges optimizing markdowns across its broad merchandise selection in a timely manner. It implemented DemandTec's Lifecycle Pricing for Softlines software to optimize markdown pricing in real-time based on each store and item's unique sales patterns. This resulted in streamlined processes, improved margins of 7% while maintaining sell-through rates, and the ability to make more precise pricing decisions based on vast amounts of sales data.
The document discusses supply chain management and its importance for competitive advantage. It outlines the key components of an organization's supply chain including material providers, plants, distributors, retailers, and consumers. Effective supply chain management can lower costs and increase productivity, creating advantages over competitors. The document also discusses how logistics and supply chain efficiencies can provide long-term competitive benefits through cost optimization without affecting consumer value. Overall, the document emphasizes that world-class companies use supply chain management to lower total costs by 3-6% of revenue compared to average companies.
Cement plant catalog for operational excellenceMattcons
The document discusses strategies for improving operational excellence in cement industries. It outlines major challenges like volatile commodity markets and high energy consumption. Adopting an operational excellence model can help standardize processes, integrate operations, and support business strategies. Mattcons consultants can assist with increasing value through strategies to improve equipment uptime, reduce costs, drive culture change, and support growth initiatives. Their approach aims to maximize profitability and cash flow through techniques like Lean Manufacturing, TPM, and supply chain management.
Rottapharm Madaus, an Italian pharmaceutical company, received several awards for manufacturing excellence at the 2012 Strategic Manufacturing Awards. They won the Outstanding Achievement in Continuous Improvement Award for engaging employees in improvement initiatives. Rottapharm also won the Factory Hall of Fame award, which recognizes leadership in innovation and best practices, for implementing numerous IT solutions to reduce waste. The company's Dublin plant employs 150 people and focuses on continuous improvement through a TPM initiative and employee participation.
Sales and Operations Planning: Integrate with Finance and Improve RevenuesMarcio Thome
The document discusses how integrating sales, operations, and financial planning can help companies improve revenue and performance during economic volatility. It finds that the best-in-class companies are twice as likely to create profit-optimized plans and focus more holistically on supply, demand, and finance. While many companies still focus primarily on demand forecasting and inventory management, best-in-class firms evaluate scenarios, respond quickly to changes, and express plans in terms of revenue and margins. The document also notes that finance organizations see revenue improvement as a key priority and are increasingly involved in integrated planning through S&OP, though greater engagement is still needed.
In this thought provoking paper we talk about how 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.
Effective supplier management can provide step change impact to a businessPetra Smith
Effective supplier relationship management (SRM) can provide significant benefits to businesses:
1) SRM sustains and enhances sourcing benefits through ongoing cost reductions, improved quality and service levels, and innovation.
2) It enables businesses to leverage scale and volume across contracts and suppliers.
3) SRM moves beyond traditional adversarial procurement approaches to collaborative long-term relationships.
4) By building trust and alignment, SRM mitigates risks of opportunism after contracts change and helps businesses adapt to impactful events.
Making Sense of Manufacturing Data - Industry 2.0 June 09Dhiren Gala
With increasing competition and ever demanding customers, manufacturing continues to face new challenges every day. By applying business intelligence techniques, manufacturing organizations can enhance operational management and realize new savings.
- Sanjay Mehta, CEO, MAIA Intelligence
DemandTec Customer Case Study: GordmansIBM DemandTec
Gordmans, a department store chain headquartered in Omaha, Nebraska with 65 stores, was experiencing rapid growth but faced challenges optimizing markdowns across its broad merchandise selection in a timely manner. It implemented DemandTec's Lifecycle Pricing for Softlines software to optimize markdown pricing in real-time based on each store and item's unique sales patterns. This resulted in streamlined processes, improved margins of 7% while maintaining sell-through rates, and the ability to make more precise pricing decisions based on vast amounts of sales data.
The document discusses supply chain management and its importance for competitive advantage. It outlines the key components of an organization's supply chain including material providers, plants, distributors, retailers, and consumers. Effective supply chain management can lower costs and increase productivity, creating advantages over competitors. The document also discusses how logistics and supply chain efficiencies can provide long-term competitive benefits through cost optimization without affecting consumer value. Overall, the document emphasizes that world-class companies use supply chain management to lower total costs by 3-6% of revenue compared to average companies.
Cement plant catalog for operational excellenceMattcons
The document discusses strategies for improving operational excellence in cement industries. It outlines major challenges like volatile commodity markets and high energy consumption. Adopting an operational excellence model can help standardize processes, integrate operations, and support business strategies. Mattcons consultants can assist with increasing value through strategies to improve equipment uptime, reduce costs, drive culture change, and support growth initiatives. Their approach aims to maximize profitability and cash flow through techniques like Lean Manufacturing, TPM, and supply chain management.
Rottapharm Madaus, an Italian pharmaceutical company, received several awards for manufacturing excellence at the 2012 Strategic Manufacturing Awards. They won the Outstanding Achievement in Continuous Improvement Award for engaging employees in improvement initiatives. Rottapharm also won the Factory Hall of Fame award, which recognizes leadership in innovation and best practices, for implementing numerous IT solutions to reduce waste. The company's Dublin plant employs 150 people and focuses on continuous improvement through a TPM initiative and employee participation.
Sales and Operations Planning: Integrate with Finance and Improve RevenuesMarcio Thome
The document discusses how integrating sales, operations, and financial planning can help companies improve revenue and performance during economic volatility. It finds that the best-in-class companies are twice as likely to create profit-optimized plans and focus more holistically on supply, demand, and finance. While many companies still focus primarily on demand forecasting and inventory management, best-in-class firms evaluate scenarios, respond quickly to changes, and express plans in terms of revenue and margins. The document also notes that finance organizations see revenue improvement as a key priority and are increasingly involved in integrated planning through S&OP, though greater engagement is still needed.
RFID technology can provide item-level visibility that improves efficiency for process-intensive companies like contract manufacturers and packers. This allows opportunities for cost savings. Specifically:
1) RFID-enabled package validation after pick-and-place operations can validate box contents before shipment, improving shipping accuracy and realizing immediate cost savings.
2) Pushing RFID tagging earlier in the process provides additional efficiencies that increase return on investment.
3) RFID improves on manual and barcode data entry methods by providing more automation, greater accuracy, and unique item-level identification, helping reduce errors in pick-and-pack operations.
This document describes a SaaS benchmarking study conducted by The Alexander Group to provide sales leaders at SaaS companies with actionable data to inform their 2012 sales strategies. The study collects data on sales coverage and processes, revenue and costs, and sales compensation to benchmark metrics and identify opportunities to improve sales performance. Participating companies provide financial and sales data through a standardized template and take part in interviews and validation calls. Upon completion, participants receive a report with insights but no company-specific data.
Achieving standardization
of Supply Chain Processes
to increase ‘‘end to end’’
transparency and decrease
costs
By Peter Devos
LogiChem 2011 will be the event's tenth anniversary and an opportunity for the most senior chemical supply chain & global logistics directors from the European chemicals community to come together once again share experiences, make new contacts and benchmark the latest chemical supply chain initiatives.
Not only will LogiChem 2011 be a chance for the chemical industry to reminisce about the last ten years but an opportunity to shape the next decade. To celebrate a decade of LogiChem, there will be an exciting three day programme filled with networking opportunities in our new location, Antwerp.
This document announces a SaaS benchmarking study by The Alexander Group to provide sales leaders at SaaS companies with actionable insights into sales strategies and metrics. The study will collect data in three areas: 1) sales coverage and strategy, 2) revenue and costs, and 3) sales compensation. It will compare different sales models, revenue sources, costs, and compensation practices to help companies evaluate and improve their sales performance. Participation involves executive interviews, submitting standardized data, and receiving a confidential report comparing metrics to industry peers.
The document discusses several priorities and opportunities for governments and businesses in responding to resource trends and economic changes. It recommends that governments take a more active role as a catalyst, customer, and investor to facilitate innovation. For businesses, it suggests focusing on resource productivity to gain competitive advantages through lower costs, new markets, and risk management. Resource trends can guide investment and portfolio decisions to pursue growth opportunities around efficiency, new products, and sustainable operations.
This document outlines the six steps of performance measurement: 1) Separate strategic goals into input and output dimensions, 2) Develop output measures for each goal, 3) Develop input measures for each goal, 4) Check measures against the SAVI framework, 5) Use an effective recognition system, and 6) Build an organizational culture that supports improvement. Key aspects of a good measurement system include focusing on effectiveness, objectives, and key performance indicators related to factors like customers, products, and finances. Input and output measures should be linked to categories like speed, accuracy, volume, and investment.
Change management theory of kurt lewinsRashmi Rawat
The document summarizes Kurt Lewin's theory of change management. It discusses identifying driving forces that encourage change and restraining forces that discourage change. It presents Lewin's three-step model of change: (1) unfreeze the current state, (2) implement the intended change, and (3) refreeze the new state to make it permanent. It also provides tips for effectively executing change by defining the desired change, mapping forces, evaluating and prioritizing action steps. Limitations discussed are the difficulty freezing changes, its focus on incremental changes, and ignoring power dynamics and bottom-up change.
The document provides an overview of a value reference model for supply chain services. It outlines the key areas of branding, marketing, purchasing, warehousing, producing, sales, and disposal/recycling. For each area, it maps the relevant services and processes such as procurement, inventory control, production planning, order fulfillment etc. The model aims to map the end-to-end value chain and interdependencies across supply chain functions.
ECR Europe Forum '05. Use the ECR scorecard to benchmark and improve your per...ECR Community
Use the ECR scorecard to benchmark and improve your performance:
The ECR scorecard from the Global Commerce Initiative (GCI) enables you to benchmark your supply- and demand-side collaboration against the performance of other companies. This session explains the use of the scorecard and includes a short explanation of basic ECR techniques.
The document summarizes a research project on concepts of operations for strategic agility in supply chain management. [1] The project focuses on customer-oriented make-to-order production and management of network cooperation and procurement. [2] The goals are to gather best practices, support companies' development, and diffuse supplier cooperation practices. [3] The research will involve interviews, development work with networks, and reporting results.
OfficeMax provides various solutions to help businesses reduce costs, gain insights, and achieve sustainability goals. A 360-degree audit of a company's procurement process can deliver cost containment and efficiencies. Customer Insight Reports track spending by end-users and benchmark against competitors. Managed Print Services provide daily on-site support for printing needs along with hardware, software, and supplies.
The document provides an introduction to Lean Manufacturing principles and their application in apparel manufacturing processes. Some key points:
1) Lean Manufacturing aims to eliminate waste and optimize processes/resources to improve quality, reduce costs and lead times.
2) It focuses production around customer demand (takt time), establishing internal customer protocols between processes for continuous flow.
3) Pull systems like Kanban are used to produce only to demand and avoid excess inventory, with supermarkets buffering between processes when pure flow is not possible.
4) Other Lean tools are applied to production planning, quality assurance and continuous improvement to enhance the manufacturing system holistically.
World Class Manufacturing Asset Utilizationlksnyder
Woodard & Curran proposes a 3-phase program to help their beverage client improve manufacturing asset utilization and efficiency. Phase 1 involves measuring equipment performance data. Phase 2 is to analyze the data to identify improvement opportunities. Phase 3 implements solutions such as equipment upgrades, training, and process changes. The goal is to benchmark performance and work towards world-class OEE metrics through a collaborative change management approach.
Procurement Benchmarking Survey 2012 Main Report The Power Of Procurementalaindhoe
The findings from the survey indicate that, although most procurement functions have made significant progress in terms of creating value for their organizations, over the past few years, momentum has stagnated somewhat. In large part, this is because much of the ‘low hanging fruit’ has already been harvested in terms of cost savings, leverage and price. In order to enhance the value delivered, Procurement functions will need to stretch to identify broader opportunities and take on a more strategic role.
A Multicriteria Model for Strategic Implementation of Business Process Manage...CONFENIS 2012
Ana Carolina Scanavachi Moreira Campos, Ana Paula Costa, Adiel Almeida, Daniela Calabria, A Multicriteria Model for Strategic Implementation of Business Process Management
Avix Method is a time and motion analysis software that uses predetermined times and video technology to determine times for work operations and increase productivity. It provides detailed information about workstations and production lines that can be used for continuous improvement, cost calculations, balancing lines, and investment decisions. The built-in simplicity allows direct results like increased productivity, identified improvement potential, and reduced cycle times and losses. It determines where in the process most resources are consumed to direct improvement efforts.
The document discusses how firms achieve an overall cost leadership strategy. It provides examples of how WellPoint cut costs by requesting a drug be available over the counter, which would reduce visits to the doctor. It also describes how General Mills cut costs by having technicians study NASCAR pit crews to learn how to reduce the time it takes to switch a production line from 5 hours to 20 minutes. The document suggests that innovation involves identifying best practices across different industries.
First Quarter 2006 Earnings Conference Call Transcriptfinance4
WellPoint reported first quarter 2006 net income of $1.09 per share, which met expectations and extended their streak of meeting or beating guidance to 18 quarters. Total operating revenue reached $13.6 billion, up 26% year-over-year. Medical membership increased by over 300,000 in the quarter to 34.2 million total. The company saw growth across business segments, including a 1.3 million member increase in Medicare Part D enrollment. WellPoint remains focused on reducing costs and improving quality through initiatives like increased price and quality transparency, data analytics, and expanding their specialty pharmacy business.
WellPoint is the largest health insurance provider in the US with 34 million members. Through strategic acquisitions, WellPoint has expanded its market presence and product offerings. The document analyzes WellPoint's strategy, business model, and competitive environment. It recommends WellPoint aggressively target national accounts, Medicare participants, and early retirees to continue its growth trajectory.
The document summarizes a proposed merger between Anthem and WellPoint Health Networks. Under the terms of the deal, WellPoint shareholders would receive $23.80 in cash and 1 share of Anthem stock for each share of WellPoint stock owned. This represents a value of $101.06 per WellPoint share based on Anthem's recent stock price. The combined company, to be named WellPoint, Inc., would be headquartered in Indiana and have Larry Glasscock as CEO. The merger is expected to close in mid-2004 pending shareholder and regulatory approvals.
Second Quarter 2008 Earnings Conference Call Transcript finance4
WellPoint reported its second quarter 2008 earnings. Some key points:
- Net income was $1.44 per share, including realized losses of $0.03 per share.
- Premiums and revenues reached record levels again. Expense ratios declined sequentially.
- Membership increased 1.5% year-over-year to 35.3 million members. Self-funded membership now comprises 52% of the total.
- The company expects full-year 2008 EPS between $5.42-$5.57, including realized losses of $0.06 per share.
RFID technology can provide item-level visibility that improves efficiency for process-intensive companies like contract manufacturers and packers. This allows opportunities for cost savings. Specifically:
1) RFID-enabled package validation after pick-and-place operations can validate box contents before shipment, improving shipping accuracy and realizing immediate cost savings.
2) Pushing RFID tagging earlier in the process provides additional efficiencies that increase return on investment.
3) RFID improves on manual and barcode data entry methods by providing more automation, greater accuracy, and unique item-level identification, helping reduce errors in pick-and-pack operations.
This document describes a SaaS benchmarking study conducted by The Alexander Group to provide sales leaders at SaaS companies with actionable data to inform their 2012 sales strategies. The study collects data on sales coverage and processes, revenue and costs, and sales compensation to benchmark metrics and identify opportunities to improve sales performance. Participating companies provide financial and sales data through a standardized template and take part in interviews and validation calls. Upon completion, participants receive a report with insights but no company-specific data.
Achieving standardization
of Supply Chain Processes
to increase ‘‘end to end’’
transparency and decrease
costs
By Peter Devos
LogiChem 2011 will be the event's tenth anniversary and an opportunity for the most senior chemical supply chain & global logistics directors from the European chemicals community to come together once again share experiences, make new contacts and benchmark the latest chemical supply chain initiatives.
Not only will LogiChem 2011 be a chance for the chemical industry to reminisce about the last ten years but an opportunity to shape the next decade. To celebrate a decade of LogiChem, there will be an exciting three day programme filled with networking opportunities in our new location, Antwerp.
This document announces a SaaS benchmarking study by The Alexander Group to provide sales leaders at SaaS companies with actionable insights into sales strategies and metrics. The study will collect data in three areas: 1) sales coverage and strategy, 2) revenue and costs, and 3) sales compensation. It will compare different sales models, revenue sources, costs, and compensation practices to help companies evaluate and improve their sales performance. Participation involves executive interviews, submitting standardized data, and receiving a confidential report comparing metrics to industry peers.
The document discusses several priorities and opportunities for governments and businesses in responding to resource trends and economic changes. It recommends that governments take a more active role as a catalyst, customer, and investor to facilitate innovation. For businesses, it suggests focusing on resource productivity to gain competitive advantages through lower costs, new markets, and risk management. Resource trends can guide investment and portfolio decisions to pursue growth opportunities around efficiency, new products, and sustainable operations.
This document outlines the six steps of performance measurement: 1) Separate strategic goals into input and output dimensions, 2) Develop output measures for each goal, 3) Develop input measures for each goal, 4) Check measures against the SAVI framework, 5) Use an effective recognition system, and 6) Build an organizational culture that supports improvement. Key aspects of a good measurement system include focusing on effectiveness, objectives, and key performance indicators related to factors like customers, products, and finances. Input and output measures should be linked to categories like speed, accuracy, volume, and investment.
Change management theory of kurt lewinsRashmi Rawat
The document summarizes Kurt Lewin's theory of change management. It discusses identifying driving forces that encourage change and restraining forces that discourage change. It presents Lewin's three-step model of change: (1) unfreeze the current state, (2) implement the intended change, and (3) refreeze the new state to make it permanent. It also provides tips for effectively executing change by defining the desired change, mapping forces, evaluating and prioritizing action steps. Limitations discussed are the difficulty freezing changes, its focus on incremental changes, and ignoring power dynamics and bottom-up change.
The document provides an overview of a value reference model for supply chain services. It outlines the key areas of branding, marketing, purchasing, warehousing, producing, sales, and disposal/recycling. For each area, it maps the relevant services and processes such as procurement, inventory control, production planning, order fulfillment etc. The model aims to map the end-to-end value chain and interdependencies across supply chain functions.
ECR Europe Forum '05. Use the ECR scorecard to benchmark and improve your per...ECR Community
Use the ECR scorecard to benchmark and improve your performance:
The ECR scorecard from the Global Commerce Initiative (GCI) enables you to benchmark your supply- and demand-side collaboration against the performance of other companies. This session explains the use of the scorecard and includes a short explanation of basic ECR techniques.
The document summarizes a research project on concepts of operations for strategic agility in supply chain management. [1] The project focuses on customer-oriented make-to-order production and management of network cooperation and procurement. [2] The goals are to gather best practices, support companies' development, and diffuse supplier cooperation practices. [3] The research will involve interviews, development work with networks, and reporting results.
OfficeMax provides various solutions to help businesses reduce costs, gain insights, and achieve sustainability goals. A 360-degree audit of a company's procurement process can deliver cost containment and efficiencies. Customer Insight Reports track spending by end-users and benchmark against competitors. Managed Print Services provide daily on-site support for printing needs along with hardware, software, and supplies.
The document provides an introduction to Lean Manufacturing principles and their application in apparel manufacturing processes. Some key points:
1) Lean Manufacturing aims to eliminate waste and optimize processes/resources to improve quality, reduce costs and lead times.
2) It focuses production around customer demand (takt time), establishing internal customer protocols between processes for continuous flow.
3) Pull systems like Kanban are used to produce only to demand and avoid excess inventory, with supermarkets buffering between processes when pure flow is not possible.
4) Other Lean tools are applied to production planning, quality assurance and continuous improvement to enhance the manufacturing system holistically.
World Class Manufacturing Asset Utilizationlksnyder
Woodard & Curran proposes a 3-phase program to help their beverage client improve manufacturing asset utilization and efficiency. Phase 1 involves measuring equipment performance data. Phase 2 is to analyze the data to identify improvement opportunities. Phase 3 implements solutions such as equipment upgrades, training, and process changes. The goal is to benchmark performance and work towards world-class OEE metrics through a collaborative change management approach.
Procurement Benchmarking Survey 2012 Main Report The Power Of Procurementalaindhoe
The findings from the survey indicate that, although most procurement functions have made significant progress in terms of creating value for their organizations, over the past few years, momentum has stagnated somewhat. In large part, this is because much of the ‘low hanging fruit’ has already been harvested in terms of cost savings, leverage and price. In order to enhance the value delivered, Procurement functions will need to stretch to identify broader opportunities and take on a more strategic role.
A Multicriteria Model for Strategic Implementation of Business Process Manage...CONFENIS 2012
Ana Carolina Scanavachi Moreira Campos, Ana Paula Costa, Adiel Almeida, Daniela Calabria, A Multicriteria Model for Strategic Implementation of Business Process Management
Avix Method is a time and motion analysis software that uses predetermined times and video technology to determine times for work operations and increase productivity. It provides detailed information about workstations and production lines that can be used for continuous improvement, cost calculations, balancing lines, and investment decisions. The built-in simplicity allows direct results like increased productivity, identified improvement potential, and reduced cycle times and losses. It determines where in the process most resources are consumed to direct improvement efforts.
The document discusses how firms achieve an overall cost leadership strategy. It provides examples of how WellPoint cut costs by requesting a drug be available over the counter, which would reduce visits to the doctor. It also describes how General Mills cut costs by having technicians study NASCAR pit crews to learn how to reduce the time it takes to switch a production line from 5 hours to 20 minutes. The document suggests that innovation involves identifying best practices across different industries.
First Quarter 2006 Earnings Conference Call Transcriptfinance4
WellPoint reported first quarter 2006 net income of $1.09 per share, which met expectations and extended their streak of meeting or beating guidance to 18 quarters. Total operating revenue reached $13.6 billion, up 26% year-over-year. Medical membership increased by over 300,000 in the quarter to 34.2 million total. The company saw growth across business segments, including a 1.3 million member increase in Medicare Part D enrollment. WellPoint remains focused on reducing costs and improving quality through initiatives like increased price and quality transparency, data analytics, and expanding their specialty pharmacy business.
WellPoint is the largest health insurance provider in the US with 34 million members. Through strategic acquisitions, WellPoint has expanded its market presence and product offerings. The document analyzes WellPoint's strategy, business model, and competitive environment. It recommends WellPoint aggressively target national accounts, Medicare participants, and early retirees to continue its growth trajectory.
The document summarizes a proposed merger between Anthem and WellPoint Health Networks. Under the terms of the deal, WellPoint shareholders would receive $23.80 in cash and 1 share of Anthem stock for each share of WellPoint stock owned. This represents a value of $101.06 per WellPoint share based on Anthem's recent stock price. The combined company, to be named WellPoint, Inc., would be headquartered in Indiana and have Larry Glasscock as CEO. The merger is expected to close in mid-2004 pending shareholder and regulatory approvals.
Second Quarter 2008 Earnings Conference Call Transcript finance4
WellPoint reported its second quarter 2008 earnings. Some key points:
- Net income was $1.44 per share, including realized losses of $0.03 per share.
- Premiums and revenues reached record levels again. Expense ratios declined sequentially.
- Membership increased 1.5% year-over-year to 35.3 million members. Self-funded membership now comprises 52% of the total.
- The company expects full-year 2008 EPS between $5.42-$5.57, including realized losses of $0.06 per share.
The document is the transcript of a Q4 2008 earnings call by WellPoint, Inc. It includes:
1) WellPoint reported Q4 net income of $331 million, down from $859 million in Q4 2007, due to realized investment losses. Full year 2008 net income was $2.5 billion.
2) Membership increased 1% year-over-year to 35 million due to growth in national accounts and seniors, partially offset by losses in state-sponsored programs and individual/local groups.
3) Challenging economic conditions are expected to negatively impact commercial membership in 2009, though national enrollment exceeded expectations for January 1, 2009.
First Quarter Earnings Conference Call Transcriptfinance4
The conference call transcript summarizes WellPoint's Q1 2005 earnings call. The call discussed WellPoint exceeding earnings guidance for the quarter and highlighted several areas of growth. Membership increased by 800,000 in Q1 to over 28.5 million total members. Revenue reached a record high of almost $11 billion, up 9% compared to the prior year on a comparable basis. The call also provided updates on Medicare growth opportunities and new products being offered in key markets.
Third Quarter 2005 Earnings Conference Call Transcriptfinance4
This document contains the transcript from a Q3 2005 earnings conference call held by WellPoint, Inc. It includes:
1) Introductory remarks noting the call contains forward-looking statements about WellPoint and its proposed merger with WellChoice, which are subject to risks and uncertainties.
2) Information that WellPoint and WellChoice will file additional documents with the SEC regarding the proposed merger, and investors should read these documents carefully.
3) A note that WellPoint, WellChoice and their directors/officers may be deemed solicitation participants regarding the proposed merger.
4) The operator then opens the floor for questions from conference call participants.
WellPoint provided guidance for its 2004 and 2005 earnings. For 2004, WellPoint expected earnings per share of approximately $6.07, which includes expenses related to repurchasing surplus notes and merger undertakings. For the fourth quarter of 2004 specifically, WellPoint expected earnings per share of about 90 cents, lower than previous guidance due to repurchasing more surplus notes than anticipated. For 2005, WellPoint did not provide specific earnings per share guidance but said it expected earnings growth over 2004 levels driven by synergies from the merger.
The document discusses the potential impact of 2010 health care reform on WellPoint, Inc., a major health insurance carrier. It outlines key provisions of the reform legislation, analyzes how different parts of WellPoint's business may be affected in terms of membership mix, costs and revenues. The document also reviews WellPoint's financial and enrollment data and considers options for marketing and distribution strategies in light of the regulatory changes.
The document summarizes how the industrialization of medicine is transforming healthcare from a cottage industry model to a mass production model similar to other industries. Key trends driving this change are the aging population and advancements in medical technology. This transformation provides both challenges and opportunities for providers, vendors, and investors. Areas seeing significant investment that represent opportunities include diagnostics, metrics, information technology, human resources management, business model design, and new care delivery models.
Achieving Compliant Manufacturing Excellence through Real-time Performance Ma...FindWhitePapers
Consider how life sciences manufacturers can deal effectively with dynamic market needs, increased compliance requirements, more distributed manufacturing operations, and rapid product innovation.
Spend management is the process of controlling and optimizing a company's spending. It requires reducing operating costs through activities like procurement, supply chain management, and e-sourcing. Spend analysis provides visibility into a company's spending through data collection and analysis to identify opportunities to cut costs, improve services, and add value rather than just cost cutting. It allows focusing on overall value generation through performance optimization and strategic sourcing rather than just cost reductions. Case studies show spend analysis can save companies millions annually by moving spending to better suppliers and gaining insights into market conditions.
GCL Group provides logistics consulting services. Their document discusses trends in supply chain management including globalization, e-commerce, custom manufacturing, just-in-time delivery, and reducing costs. It emphasizes the importance of traceability, reactivity, control, effectiveness, knowledge, and adapting to globalization. It presents a case study of optimizing a client's aircraft spare parts supply chain through integrated management and balancing costs, distribution, and customer service.
GCL Group provides logistics consulting services. Their document discusses trends in supply chain management including globalization, e-commerce, custom manufacturing, just-in-time delivery, and reducing costs. It emphasizes the importance of traceability, reactivity, control, effectiveness, knowledge, and adapting to globalization. It presents a case study of optimizing a client's aircraft spare parts supply chain through centralized distribution and inventory management to improve customer service.
Technology management involves identifying, selecting, acquiring, developing, exploiting, and protecting technologies needed to achieve business objectives. It requires effective communication between commercial and technological functions. Key processes include identifying, selecting, acquiring, exploiting, and protecting technologies, though these are often distributed across business processes like strategy, innovation, and operations. Effective technology management supports the business through these processes and dialogue between functions.
An effective business process management system is needed for delivering citizen-centric services across governments. Several e-governance initiatives have been implemented at different levels to create a citizen-centric environment, but the processes need to be monitored, controlled, and changed quickly to deliver new and improved services. Business process management focuses on aligning an organization's processes with client needs and aims to continuously improve processes through tools that allow users to strategize functions, define baseline processes, simulate changes, analyze simulations, and select improvements. For governments, this can mean saving money and improving citizen services by making interactions within and across agencies more efficient.
The team at Business Impact UK Ltd are experts in delivering training nationwide especially in Apprenticeships, Commercial and NVQs.
This portfolio outlines some of the NVQs we currently deliver.
If you are interested in learning more about how we could assist you further or want to enquire about a programme that is not listed please contact Gemma directly on 0800 9778566 or email info@businessimpactuk.com
RCM offers lean consulting services to help organizations minimize waste and non-value added activities. RCM consultants assess clients' processes to identify improvements and create customized strategies. Common benefits of lean improvements include reduced costs, lead times over 75%, and inventory levels by 30-75%. RCM has experience implementing lean tools and managing lean projects to help clients achieve business objectives.
Catapulting Auto Ancillary Industry To The Next LevelAnirban Mazumdar
The automotive ancillary industry in India faces challenges such as low productivity, pressure on margins, and volatility in raw material prices, but it is at an inflection point as India becomes a hub for automakers and opportunities arise. Valcon, a consulting firm, helps clients in industries such as automotive and engineering address issues in areas like product development, procurement, manufacturing, and supply chain management to improve cost, quality, and efficiency. Valcon aims to create value for clients and take them further through its experienced team and focus on execution.
With economic uncertainty, effective cost transformation is important for businesses. Michael Porter identified three generic business strategies, including cost leadership which is based on being the lowest cost producer. Whitbread has effectively implemented a cost leadership strategy through procurement practices, menu management, and labor scheduling. They have also launched training academies and used e-auctions to reduce costs. Ryanair has also driven innovation in cost leadership through baggage charges, eliminating check-in desks, and examining larger aircraft doors.
BPF Integrated Value Creation Report Out V Postedmikesatkinson
The Best Practice Forum brought together executives from leading companies like Cisco, John Deere, and Whirlpool to discuss challenges in supply chain management. Four common themes emerged: strategic interdependence and collaboration, integrated scope and leadership, knowledge creation and innovation, and customer-focused change management. The key to success discussed was embracing mutual dependence rather than focusing solely on bargaining power. Supplier loyalty and excellence in supply chain management were identified as major differentiators and opportunities for competitive advantage going forward.
Defiance with its deep domain expertise and technology expertise in the enterprise and
cloud computing space offers best-in-class enterprise business solutions on Microsoft
Dynamics.
Payments Hubs: Progress in Achieving Straight-Through ProcessingVivastream
The document discusses payments hubs and their implementation. It provides an overview of market influences driving financial institutions to evaluate payments hubs, including the proliferation of new products/channels and regulatory pressures. It outlines the value proposition of payments hubs in improving customer experience and reducing costs. Key benefits are listed as business enablement, risk management, and operational efficiency. The document concludes with lessons learned around change management and the need for an enterprise approach when implementing a payments hub.
This slide presentation introduces MPS ATLiS, a new service from Maintenance Partnership Systems that aims to improve maintenance operations and reduce costs through continuous updates to a company's active technical library. The service includes master data health checks to audit key maintenance data and a continuous improvement process to enrich technical content by combining internal and supplier information. Regular updates help ensure maintenance teams have accurate parts and maintenance data at their fingertips to work more efficiently.
This slide presentation from Maintenance Partnership Systems introduces their ATLiS service for improving maintenance operations. The service includes conducting audits of key maintenance data like equipment records and parts lists to assess accuracy. It also involves building an interactive technical library combining internal information with supplier content to increase efficiency, reduce errors and costs, and establish partnerships with key suppliers. The goal is to deliver cost savings and operational efficiencies through continuous improvement of maintenance data and processes.
SAP’s Approach to Sourcing and Procurement Strategies in Today’s EconomyJon Hansen
SAP's procurement solutions help companies address challenges in today's economy by delivering efficient source-to-pay processes to reduce costs. SAP provides options for on-premise, hosted, and on-demand deployment to support procurement goals. Benchmarking shows SAP solutions can increase managed spend and savings by hundreds of percent. SAP aims to drive rapid time to value through flexible deployment and easy to use best practice processes.
Contact Center Conference Romania May 2004Luis Filipe
The document discusses a managed contact center solution from Alcatel-Lucent for service providers. It provides an overview of the solution, including the key products involved like the Genesys contact center suite and Alcatel-Lucent 8642 Flexible Routing Controller. It also discusses how Alcatel-Lucent's professional services help service providers with solutions like analyzing business cases and providing sales and marketing support. Finally, it provides an example of a tier 1 service provider that implemented a hosted IP contact center solution across three continents using Alcatel-Lucent's managed customer interaction solution.
The document discusses operational excellence strategies for bakery industries. It identifies major challenges like volatile commodity markets and increasing competition. Operational excellence through standardizing processes, integrating supply chains, and focusing on maintenance can help bakeries increase profits by reducing costs and improving productivity. Consulting services from Mattcons apply methodologies like lean manufacturing and total productive maintenance to help clients achieve significant improvements in key metrics.
GCL Group provides logistics consulting services focused on traceability, reactivity, control, effectiveness, knowledge, and globalization. The document discusses how these trends are transforming supply chain management and increasing demands for rationalization, just-in-time delivery, and optimized customer service. It also presents a case study of providing spare parts logistics solutions for an aeronautics company's regional and commercial aircraft, highlighting the importance of integrating supply chains for competitiveness in a global market.