The document discusses Social Venture Partners' approach to creating an online platform to help small and medium enterprises (SMEs) and telecenters. The platform aims to integrate e-commerce, demand generation, and supplier management to encourage SME and telecenter sustainability. It would provide functionality like online shopping, payments, training, and help SMEs reduce costs and increase sales by connecting them to each other, suppliers, and customers in developed markets. The platform is presented as a way to deliver business tools and opportunities through a single digital interface to improve local businesses and communities.
This document provides an agenda and overview of a masterclass on achieving the Gold Standard for diversity and inclusion. The masterclass includes presentations from diversity leaders at the LDA and BT on their diversity strategies and initiatives. It also covers guidance on the Gold Standard assessment process from SGS United Kingdom Ltd. The agenda includes sessions on programme updates, keynote speakers, assessment guidance, and networking.
Insurance companies face several challenges like industry consolidation, regulatory pressures, shrinking margins, and along with that, demands from shareholders and stakeholders are quite high to stay competitive. In order to stay competitive, they need to transform their processes and operations, improve profitability, reduce cost and meet the ever growing need for improved customer service.
See how MphasiS utilizes various technology resources to improve the insurance industry's operations.
1) The traditional telecom business model is threatened by new technologies and competitors in the 2.0 world, but these changes also open new opportunities for telecom companies that can adapt.
2) To take advantage of opportunities in the 2.0 world, telecom companies need flexible front and back office systems to offer both traditional and new services, and adopt a business approach within and beyond the traditional ecosystem.
3) By identifying and prioritizing potential new customers, designing the right go-to-market strategy, and offering innovative services, telecom companies can turn competitors into customers in the 2.0 world.
"At the Smart Metering Networking Implementation Summit taking place April 26-28th, 2010 in Washington D.C will provide you with the opportunity to exchange strategies and best practices for implementing a more stable grid. Gain practical knowledge on how to create a strategy to overcome operational, technical and regulatory issues pertaining to full AMI deployment.
Key smart metering priorities that will be discuss at the Summit
•Tackle the complexity of full scale smart metering deployment •Build effective and efficient pricing strategies •Maximize the reliability and scalability of smart meters •“Befriend” your customers by integrating customer-centric pricing, billing solutions, and incorporating training and educational programs •Optimize spend and improve cost structure by building strategic partnerships with suppliers and vendors
"
Velstar International is a global telecom, energy, and cost management agency that works with over 75 suppliers worldwide to provide business solutions. They offer telecom expense management, tenant service solutions, and business continuity planning. Velstar acts as the primary point of contact for clients and helps reduce costs through competitive pricing and supplier partnerships. Their goal is to solve clients' problems by delivering choice, predictability, and a quality customer experience.
Onedesk is a retail payment network that connects service providers to retailers. It offers a unified payment and service delivery platform. This allows service providers to leverage Onedesk's retail network and offer transactions like bill payments, prepaid reloads, and cash withdrawals to customers. Onedesk has partnerships with large retailers, banks, and corporations to provide these services across its network. The platform supports multiple payment modes including cash, cards, mobile banking, and cash cards.
9/9 FRI 2:45 | Planning for Electric Vehicle Infrastructure 3APA Florida
This document provides an overview of electric vehicle readiness planning for Central Florida. It discusses the societal benefits of electric transportation and opportunities and challenges around technologies, policies, and infrastructure. It summarizes Get Ready Central Florida's efforts to promote electric vehicles through stakeholder engagement, permitting streamlining, education, and support for charging infrastructure development. The document concludes by noting that Metro Orlando has been classified as a leader in electric vehicle readiness.
This document provides an agenda and overview of a masterclass on achieving the Gold Standard for diversity and inclusion. The masterclass includes presentations from diversity leaders at the LDA and BT on their diversity strategies and initiatives. It also covers guidance on the Gold Standard assessment process from SGS United Kingdom Ltd. The agenda includes sessions on programme updates, keynote speakers, assessment guidance, and networking.
Insurance companies face several challenges like industry consolidation, regulatory pressures, shrinking margins, and along with that, demands from shareholders and stakeholders are quite high to stay competitive. In order to stay competitive, they need to transform their processes and operations, improve profitability, reduce cost and meet the ever growing need for improved customer service.
See how MphasiS utilizes various technology resources to improve the insurance industry's operations.
1) The traditional telecom business model is threatened by new technologies and competitors in the 2.0 world, but these changes also open new opportunities for telecom companies that can adapt.
2) To take advantage of opportunities in the 2.0 world, telecom companies need flexible front and back office systems to offer both traditional and new services, and adopt a business approach within and beyond the traditional ecosystem.
3) By identifying and prioritizing potential new customers, designing the right go-to-market strategy, and offering innovative services, telecom companies can turn competitors into customers in the 2.0 world.
"At the Smart Metering Networking Implementation Summit taking place April 26-28th, 2010 in Washington D.C will provide you with the opportunity to exchange strategies and best practices for implementing a more stable grid. Gain practical knowledge on how to create a strategy to overcome operational, technical and regulatory issues pertaining to full AMI deployment.
Key smart metering priorities that will be discuss at the Summit
•Tackle the complexity of full scale smart metering deployment •Build effective and efficient pricing strategies •Maximize the reliability and scalability of smart meters •“Befriend” your customers by integrating customer-centric pricing, billing solutions, and incorporating training and educational programs •Optimize spend and improve cost structure by building strategic partnerships with suppliers and vendors
"
Velstar International is a global telecom, energy, and cost management agency that works with over 75 suppliers worldwide to provide business solutions. They offer telecom expense management, tenant service solutions, and business continuity planning. Velstar acts as the primary point of contact for clients and helps reduce costs through competitive pricing and supplier partnerships. Their goal is to solve clients' problems by delivering choice, predictability, and a quality customer experience.
Onedesk is a retail payment network that connects service providers to retailers. It offers a unified payment and service delivery platform. This allows service providers to leverage Onedesk's retail network and offer transactions like bill payments, prepaid reloads, and cash withdrawals to customers. Onedesk has partnerships with large retailers, banks, and corporations to provide these services across its network. The platform supports multiple payment modes including cash, cards, mobile banking, and cash cards.
9/9 FRI 2:45 | Planning for Electric Vehicle Infrastructure 3APA Florida
This document provides an overview of electric vehicle readiness planning for Central Florida. It discusses the societal benefits of electric transportation and opportunities and challenges around technologies, policies, and infrastructure. It summarizes Get Ready Central Florida's efforts to promote electric vehicles through stakeholder engagement, permitting streamlining, education, and support for charging infrastructure development. The document concludes by noting that Metro Orlando has been classified as a leader in electric vehicle readiness.
tw telecom delivered strong results in 2008, growing revenue to $1.16 billion and generating $8.5 million in net income. The company invested in new managed services for enterprise customers and launched a customer portal for network monitoring and management. Looking ahead, tw telecom aims to continue investing in opportunities to serve evolving customer demand and position itself for future growth.
towards flexible mobile payment via mediator-based service modelBoni
This document proposes a mediator-based payment service model to enable flexible mobile payments. The model includes a Payment Service Gateway server that acts as an intermediary between mobile consumers, payment service providers, and content/service providers. It allows consumers to make payments using various options instead of relying solely on mobile operators. The model uses web services and a multi-tier architecture to provide scalability, security, and flexibility across components.
This document outlines a strategy for improving rural livelihoods through a paradigm shift in production and marketing. It proposes forming thematic self-help groups (T-SHGs) focused on a common livelihood theme. These T-SHGs would come together into a federation for collective bargaining. The federation would link with a producers' company to access infrastructure, achieve economies of scale in production and quality, and connect to urban markets. This end-to-end model provides resources, training, market access, and financial services to lift small producers out of poverty by placing them higher in the value chain.
Ims ibc presentation final - feburary 12, 2013Blair Currie
The document discusses the evolution of usage-based insurance (UBI) programs from UBI 1.0 to UBI 2.0. UBI 1.0 focused on cost reduction for insurance companies and used basic telematics devices and data collection. UBI 2.0 envisions a more sophisticated ecosystem where value is provided to insurance carriers, consumers, and partners through more advanced telematics technology in vehicles, dynamic pricing, and customer relationship management programs. The presentation provides recommendations on how insurance carriers can develop successful UBI 2.0 programs through innovative business models, adoption strategies, telematics solutions, data analytics, and customer experiences.
Matt Clayton from MStar gave this presentation on Considering the Business: Successful Marketing at Blandin Foundations Annual Broadband Conference 2007.
Cloud based OTT Video Services : a business case analysisEricsson France
This white paper analyzes the business case for five scenarios of using smart networking capabilities to enhance over-the-top (OTT) video services delivered over the internet. It finds that all five scenarios provide high returns on investment and rapid paybacks. Scenarios that employ a "two-sided" business model where revenue comes from both subscribers and content providers have the highest ROI. The paper models the revenue, expenses, capital expenditures and cash flows for each scenario and compares them to a base case without smart networking capabilities. It concludes that smart networking solutions like Ericsson's Integrated SmartEdge provide significant financial benefits for delivering enhanced quality of service for internet video.
BT sought to leverage the popularity of social networking for business use. BT Tradespace provides a platform for small and medium enterprises combining a business directory, marketplace, and online community. BT partners with other companies to offer services like booking and payments. BT Tradespace has grown significantly with over 350,000 members.
Packet Front Blandin Conference Presentation 11082007Ann Treacy
Tobey Johnson from Packetfront gave this presentation at the 2007 Blandin Broadband conerence in Minnesota: Considering Governance, Partnerships, Financing and Operations: A View from Sweden
ICT has played an important role in evolving supply chains across different industries like automobile, banking, and music. In the automobile industry, e-procurement has increased supplier interaction and efficiency. Business intelligence software allows better coordination between organizations and suppliers. Suppliers can also provide expanded after-sales customer-centric services. In banking, software/hardware vendors provide systems that allow faster and more efficient transactions. Regulations ensure guidelines are followed. The music industry saw new suppliers, business models, and less power for record labels as distribution became digitized.
1. FCC reported its 2009 results, with over 50% of EBITDA coming from recurrent services and energy businesses.
2. Key figures included revenues of €12.7 billion (down 6.7%) and net income of €307 million (down 8%).
3. FCC has a more balanced business model with infrastructure, services, and energy activities, and over 44% of earnings coming from international markets.
Velstar International is a global telecom, energy, and cost management agency that works with over 40 supplier partners to provide telecom and energy solutions. They offer both wholesale and retail services including internet, voice, networking, managed services, and energy solutions. Velstar's goal is to provide the best solutions at the lowest prices and act as a single point of contact for clients to simplify communications. They guarantee a 200% return on investment for their total cost management solutions which have reduced expenses by an average of 27% for clients.
Creating Customer Contact Centres - A guide for municipalities from Smart CitiesSmart Cities Project
Across Europe municipalities are facing a wide range of challenges as businesses and citizens demand better, more efficient and more flexible services. Municipalities are working hard to become more customer-driven, and to change how they deliver services to respond better to their customers’ demands.
This guide has been produced the Smart Cities project to show what municipalities need to do to establish a customer contact centre. It includes many practical examples and case studies highlighting the experiences of staff in seven municipalities from across the North Sea region. The guide was written by people who are currently working to improve customer services in their municipalities, and it is written for the growing number of people who want to do the same.
Data is big and getting bigger. In his presentation Jonathan will examine the primary data sources that affect B2B eCommerce and how his team strives to construct a view over these data sources so that they can continue to optimize the customer experience.
Commercial opportunities in social media for large enterpriseSean O'Byrne
A presentation I gave at the Web 3.0 conference in 2011 outling the practical applications and process mapping involved in key emerging areas of opportunity for social media within enterprise. Including the structural and organisational implications with organisations to be social media 'ready'.
The business model canvas of the Brazilian car sharing startup Zazcar, similar model of Zipcar.
You can see more details in my blog: http://startupbizmodel.com
(in portugueses)
Las nuevas tecnologías y Internet representan una gran oportunidad para las empresas de logística al permitir la venta de productos a través del comercio electrónico y optimizar las cadenas de suministro a través de la integración entre empresas conectadas en redes logísticas. Una buena gestión logística es crucial para el éxito del comercio electrónico, requiriendo entregas a tiempo y cumplimiento de horarios, así como información en tiempo real. Internet también facilita la colaboración entre empresas asociadas en una red de sumin
The document introduces e-logistics and discusses related modeling frameworks, platforms and architectures, demonstrators and applications, and technologies and tools. It defines supply chain and e-logistics activities like requisition, ordering and tracking. It presents the ELPIF framework for integrating e-logistics processes using web services. Examples of applications include ThyssenKrupp's system and the DigiLOGISTICS demonstrator. Relevant technologies include EDI, barcoding, GPS, the internet, databases, and enterprise resource planning systems.
E-logistics combines the Internet and logistics. It allows for more integrated and efficient logistics processes through the use of Internet technologies. Key benefits include shorter order cycles, more reliable deliveries, and closer relationships between customers and logistics suppliers. E-logistics facilitates trends toward globalization, outsourcing, consolidation, and integration across the value chain in distribution and logistics.
This document discusses shifts and opportunities in e-commerce. It notes that consumers are focusing more on products than brands, and that e-commerce is becoming integrated with offline shopping. Mobile commerce is growing as people want freedom of when, where and how they shop. Cross-border shopping is also increasing. The document outlines challenges like delivery bottlenecks and high shipping costs, and opportunities to address these through improved delivery options and alternative payment models that don't limit consumer freedom.
tw telecom delivered strong results in 2008, growing revenue to $1.16 billion and generating $8.5 million in net income. The company invested in new managed services for enterprise customers and launched a customer portal for network monitoring and management. Looking ahead, tw telecom aims to continue investing in opportunities to serve evolving customer demand and position itself for future growth.
towards flexible mobile payment via mediator-based service modelBoni
This document proposes a mediator-based payment service model to enable flexible mobile payments. The model includes a Payment Service Gateway server that acts as an intermediary between mobile consumers, payment service providers, and content/service providers. It allows consumers to make payments using various options instead of relying solely on mobile operators. The model uses web services and a multi-tier architecture to provide scalability, security, and flexibility across components.
This document outlines a strategy for improving rural livelihoods through a paradigm shift in production and marketing. It proposes forming thematic self-help groups (T-SHGs) focused on a common livelihood theme. These T-SHGs would come together into a federation for collective bargaining. The federation would link with a producers' company to access infrastructure, achieve economies of scale in production and quality, and connect to urban markets. This end-to-end model provides resources, training, market access, and financial services to lift small producers out of poverty by placing them higher in the value chain.
Ims ibc presentation final - feburary 12, 2013Blair Currie
The document discusses the evolution of usage-based insurance (UBI) programs from UBI 1.0 to UBI 2.0. UBI 1.0 focused on cost reduction for insurance companies and used basic telematics devices and data collection. UBI 2.0 envisions a more sophisticated ecosystem where value is provided to insurance carriers, consumers, and partners through more advanced telematics technology in vehicles, dynamic pricing, and customer relationship management programs. The presentation provides recommendations on how insurance carriers can develop successful UBI 2.0 programs through innovative business models, adoption strategies, telematics solutions, data analytics, and customer experiences.
Matt Clayton from MStar gave this presentation on Considering the Business: Successful Marketing at Blandin Foundations Annual Broadband Conference 2007.
Cloud based OTT Video Services : a business case analysisEricsson France
This white paper analyzes the business case for five scenarios of using smart networking capabilities to enhance over-the-top (OTT) video services delivered over the internet. It finds that all five scenarios provide high returns on investment and rapid paybacks. Scenarios that employ a "two-sided" business model where revenue comes from both subscribers and content providers have the highest ROI. The paper models the revenue, expenses, capital expenditures and cash flows for each scenario and compares them to a base case without smart networking capabilities. It concludes that smart networking solutions like Ericsson's Integrated SmartEdge provide significant financial benefits for delivering enhanced quality of service for internet video.
BT sought to leverage the popularity of social networking for business use. BT Tradespace provides a platform for small and medium enterprises combining a business directory, marketplace, and online community. BT partners with other companies to offer services like booking and payments. BT Tradespace has grown significantly with over 350,000 members.
Packet Front Blandin Conference Presentation 11082007Ann Treacy
Tobey Johnson from Packetfront gave this presentation at the 2007 Blandin Broadband conerence in Minnesota: Considering Governance, Partnerships, Financing and Operations: A View from Sweden
ICT has played an important role in evolving supply chains across different industries like automobile, banking, and music. In the automobile industry, e-procurement has increased supplier interaction and efficiency. Business intelligence software allows better coordination between organizations and suppliers. Suppliers can also provide expanded after-sales customer-centric services. In banking, software/hardware vendors provide systems that allow faster and more efficient transactions. Regulations ensure guidelines are followed. The music industry saw new suppliers, business models, and less power for record labels as distribution became digitized.
1. FCC reported its 2009 results, with over 50% of EBITDA coming from recurrent services and energy businesses.
2. Key figures included revenues of €12.7 billion (down 6.7%) and net income of €307 million (down 8%).
3. FCC has a more balanced business model with infrastructure, services, and energy activities, and over 44% of earnings coming from international markets.
Velstar International is a global telecom, energy, and cost management agency that works with over 40 supplier partners to provide telecom and energy solutions. They offer both wholesale and retail services including internet, voice, networking, managed services, and energy solutions. Velstar's goal is to provide the best solutions at the lowest prices and act as a single point of contact for clients to simplify communications. They guarantee a 200% return on investment for their total cost management solutions which have reduced expenses by an average of 27% for clients.
Creating Customer Contact Centres - A guide for municipalities from Smart CitiesSmart Cities Project
Across Europe municipalities are facing a wide range of challenges as businesses and citizens demand better, more efficient and more flexible services. Municipalities are working hard to become more customer-driven, and to change how they deliver services to respond better to their customers’ demands.
This guide has been produced the Smart Cities project to show what municipalities need to do to establish a customer contact centre. It includes many practical examples and case studies highlighting the experiences of staff in seven municipalities from across the North Sea region. The guide was written by people who are currently working to improve customer services in their municipalities, and it is written for the growing number of people who want to do the same.
Data is big and getting bigger. In his presentation Jonathan will examine the primary data sources that affect B2B eCommerce and how his team strives to construct a view over these data sources so that they can continue to optimize the customer experience.
Commercial opportunities in social media for large enterpriseSean O'Byrne
A presentation I gave at the Web 3.0 conference in 2011 outling the practical applications and process mapping involved in key emerging areas of opportunity for social media within enterprise. Including the structural and organisational implications with organisations to be social media 'ready'.
The business model canvas of the Brazilian car sharing startup Zazcar, similar model of Zipcar.
You can see more details in my blog: http://startupbizmodel.com
(in portugueses)
Las nuevas tecnologías y Internet representan una gran oportunidad para las empresas de logística al permitir la venta de productos a través del comercio electrónico y optimizar las cadenas de suministro a través de la integración entre empresas conectadas en redes logísticas. Una buena gestión logística es crucial para el éxito del comercio electrónico, requiriendo entregas a tiempo y cumplimiento de horarios, así como información en tiempo real. Internet también facilita la colaboración entre empresas asociadas en una red de sumin
The document introduces e-logistics and discusses related modeling frameworks, platforms and architectures, demonstrators and applications, and technologies and tools. It defines supply chain and e-logistics activities like requisition, ordering and tracking. It presents the ELPIF framework for integrating e-logistics processes using web services. Examples of applications include ThyssenKrupp's system and the DigiLOGISTICS demonstrator. Relevant technologies include EDI, barcoding, GPS, the internet, databases, and enterprise resource planning systems.
E-logistics combines the Internet and logistics. It allows for more integrated and efficient logistics processes through the use of Internet technologies. Key benefits include shorter order cycles, more reliable deliveries, and closer relationships between customers and logistics suppliers. E-logistics facilitates trends toward globalization, outsourcing, consolidation, and integration across the value chain in distribution and logistics.
This document discusses shifts and opportunities in e-commerce. It notes that consumers are focusing more on products than brands, and that e-commerce is becoming integrated with offline shopping. Mobile commerce is growing as people want freedom of when, where and how they shop. Cross-border shopping is also increasing. The document outlines challenges like delivery bottlenecks and high shipping costs, and opportunities to address these through improved delivery options and alternative payment models that don't limit consumer freedom.
This document provides an overview of e-procurement and its history and requirements. It discusses:
- The evolution of e-procurement from EDI exchanges in the 1980s to B2B concepts in the 2000s.
- How e-procurement aims to drive efficiency through automation, spend analysis, catalogs, approval workflows and reporting.
- The key components an e-procurement system requires like segmentation, user-friendliness, integration, and coverage of the full procurement process.
- The various players in the e-procurement market including ERP systems, best-of-breed specialists, and outsourcing companies.
This document discusses e-procurement and provides details about its objectives, key stakeholders, technical architecture, new processes, governance issues, current status, issues and challenges, and best practices. The main points are:
1. E-procurement aims to automate the entire procurement process online to reduce costs and cycle times, increase transparency and supplier participation, and eliminate corruption.
2. Key stakeholders in e-procurement include government ministries, central departments, and suppliers. The technical architecture allows for online publishing of tenders, bid submission, payments, and contract awards.
3. Global case studies show e-procurement can deliver substantial benefits through increased efficiency, competition, and transparency, but requires strong leadership, appropriate policy
The document discusses e-logistics, which uses communication and computing technologies to transform key logistical processes and make them more customer-centric. E-logistics aims to deliver the right products to customers in the right quantities, places, and times. It outlines the evolution of using IT in supply chains, including improved communication and data integration. A case study examines how Haier Logistics Corporation implemented an e-logistics system in five steps from framework construction to external supply chain integration. The system provides benefits like real-time decision support, performance monitoring, and transportation optimization.
Mc donald’s e procurement, Supply Chain and Logisticsmjahanzaib
McDonalds uses an efficient e-procurement system and supply chain management to source goods from suppliers. Its e-procurement hub, Emac Digital, allows franchises to order supplies online at discounted prices. McDonalds works with major suppliers and small local suppliers. It has strict logistics standards around quality, hygiene and product handling to ensure consistency. McDonalds uses franchising, licensing and joint ventures as distribution strategies in different markets globally.
Deborah L. Bayles discusses e-logistics and e-fulfillment. She defines e-logistics as applying logistics concepts via the internet to conduct business electronically. E-fulfillment integrates people, processes, and technology to ensure customer satisfaction before, during, and after online purchases. She outlines the challenges of e-logistics and e-fulfillment as well as options for handling them such as performing functions in-house, outsourcing to third parties, or using drop shipping. She concludes that e-logistics and e-fulfillment are critical to e-commerce success but developing countries face greater challenges in delivering online orders and meeting customer expectations.
This document discusses using information and communication technologies (ICTs) to link actors in agricultural value chains. It describes key features of value chain methods, including taking a systems perspective and stimulating market-based solutions. It outlines different types of value chain actors and their varying ICT needs. The document also discusses challenges, such as most smallholder farmers working outside of value chains and the need to shift extension services to business advice. It concludes that while great progress has been made in ICT solutions, more work is needed to scale approaches and demonstrate return on investment.
The Sales Cycle is dead, welcome to the Buyer's Journey. Selling Cloud Services means aligning with the Buyer Journey and creating compelling value propositions that will move the buyer to action. Success in sales requires anticipating and eliminating multiple barriers to sales that exist along the Buyer’s Journey. Selling services means mastering the art of ‘communicating the invisible’ and describing the benefits of your services in terms of the problems that they solve for your customers.
This document provides summaries of consulting engagements by NAOME bvba across multiple sectors including finance, mobility, outsourcing, and more. The summaries describe companies, NAOME's roles which include strategic consulting, business development, and other areas of expertise. Customers include large corporations, payment schemes, and national companies.
The document discusses a two-stage optimized solution for rapid content deployment in multi-dwelling units (MDUs). Stage I involves desktop surveys and optimization of the outside plant and in-building fiber routes. Stage II includes service plan design, construction packaging, and further optimization using automated design tools. The proposed solution aims to reduce engineering costs and time to market through a rule-based, automated approach for MDU fiber network design.
Si.mobil is a mobile operator in Slovenia looking to enter the cloud business by acting as a broker to leverage its existing customer base, reputation, and sales channels while minimizing risk through a revenue sharing model with cloud service providers. It has had early success selling cloud solutions by bundling them with other services and through an independent online marketplace, and is exploring expanding this business model to other operators in its parent company.
The document summarizes an operational update from Neil Rami, Chief Executive of Marketing Birmingham. Some key points:
- In 2011/12, Marketing Birmingham exceeded its target of creating 1250 jobs by helping to create 2187 jobs. The majority of these jobs came from projects in financial services, digital/creative, and life sciences.
- Most investment prospects for Birmingham currently come from North America, Europe and Asia.
- In 2011/12, some of Marketing Birmingham's most successful projects that created jobs were in the automotive, digital/creative, and financial services sectors.
- Marketing Birmingham provides research and intelligence services free of charge to help attract business and investment to Birmingham.
Presentation on Business Angel Networks in Germany and Serbia for the 7th Int. SME Conference of the Serbian Ministry of Economy & Regional Development in Belgrade on October 4th, 2011.
Synergy Marcom provides integrated marketing communication (IMC) and customer relationship management (CRM) services including managed manpower, brand activation, design and content creation, event fabrication, and post-event analysis. They have expertise in venue selection, procurement, guest coordination, artist management, and thematic decor. Their services target enterprise, mid-market and SMB clients across various industries like IT, consumer products, and financial services.
This document discusses potential revenue streams for media companies from various digital platforms. It presents two models - one focused on supporting revenues through contributors and partnerships, while the other emphasizes active citizen engagement and local contributions to generate revenues. The document raises questions about a company's existing digital revenues, goals for recovering analog losses digitally, and capabilities around local video, contextual advertising, email marketing and promotions.
IMS Presentation at Insurance Telematics USA 2012 - Chicago - September 5, 2012Blair Currie
This document discusses the evolution of usage-based insurance (UBI) from version 1.0 to 2.0. UBI 2.0 will leverage connected car technologies, focus on profitability through pricing and customer relationship management rather than just cost reduction, and involve in-vehicle communications. It presents a model for the UBI value chain consisting of intelligence, analytics, devices/deployment, and business foundation. It also outlines best practices for UBI including making adoption and retention key performance indicators, finding new reasons for customer adoption beyond discounts, and encouraging telematics as the long-term solution.
For the complete report, get in touch with us at : info@netscribes.com
A steady rise in the disposable income coupled with tremendous usage of internet in India, is primarily inflicting growth in the Indian e-Commerce market. Factors such as the busy lifestyle of the working class and a tendency to save time are further fueling growth in the market. Currently, the market is estimated to be valued at INR 0.5 tr and is expected to grow at a CAGR of 47% to reach INR 2.2 tr by 2015.
The report commences with an Introduction section which comprises of an illustration of the e-Commerce work model wherein it depicts the work flow of all the stakeholders involved in the market space. Another detailed illustration about the transaction flow model of an online commerce model is also included in the report so as to provide a better picture of the overall transaction system. Market Overview section of the report talks about the overall market’s size and growth prospects in India, market segments and their respective shares and also highlights the primary aspects influencing growth in the market. Moving along, e-Commerce Market Segments section in the report elaborates on the basic five market segments, wherein it lists their respective market shares, growth drivers and their sub-segments, thereby providing very detailed information about the available segments of e-Commerce.
e-Commerce Ecosystem section is graphical representation of the various layers which constitute the online commerce system. The layers identified in the system include ‘Internet Infrastructure’, ‘Application Infrastructure’, ‘Intermediaries’ and ‘e-Commerce Companies’. Here, the report explains each and every individual layer in detail along with relevant individual examples so as to provide the reader with a better understanding. Types of e-Commerce section in the report comprises of a list of the most popular e-Commerce business models. Description about each and every individual model along with a real life example can be found in this section. Technology used in e-Commerce portion of the report mainly deals with the technical specifications, important features and website design and development stages. It offers a deep and value added information regarding the building and hosting of a successful e-Commerce website.
An analysis of the Drivers and Challenges explains the major factors pushing the market including increased spending power, extensive usage of plastic money, increasing internet penetration and PC usage, ease of transaction and Government initiative, whereas the threats identified for the market include secure payment concerns and lack of confidence.
Demand and Supply Perspective section in the report comprises of an in-depth analysis of both the vendor perception and consumer objectives which in turn enlightens a reader on the various important points regarding the supply and demand side of e-Commerce system. It also lists the vital requiremen
The document provides an overview of the SMB Group, a technology industry research, analysis and consulting firm focused on technology adoption and trends in SMB markets. The SMB Group helps clients identify market trends and opportunities, understand and segment the SMB market, and evaluate market opportunities. The document outlines the SMB Group's 2013 research agenda, including syndicated research reports on topics like mobile solutions and social business. It also provides examples of customized client projects, including customer research, demand generation, and lead nurturing projects.
Presentation IT MNCs and the BOP for TNO IT4D group December 2009Anand Sheombar
The document summarizes a presentation on how multinational ICT companies can benefit from entering the Base of the Pyramid (BOP) market in a commercially successful and sustainable way. It discusses 5 case studies of ICT companies partnering with local organizations to provide products and services to the BOP. The presentation analyzes the companies' business models, products/services, and partnerships. It finds that partnerships are often unconventional, and companies must understand local needs and cultures to succeed while benefiting the BOP.
Optism Alcatel-Lucent Anthony Belpaire Mobile Payments Conference PresentationOptism
Anthony Belpaire Optism Alcatel-Lucent speaking at the Mobile Payments Conference in Brussels. This conference is a joint organization by LSEC in collaboration with Agoria ICT, Agoria Banking Club, Mobile Mondays Brussels and the European Security Innovation Network. Agoria is a Belgian federation of technology companies, representing in this case both ICT and Banking services. LSEC is an association of information security companies. LSEC has been organizing over the last couple of years over 100 highly professional information security oriented activities. Mobile Monday Brussels brings together developers, manufacturers and services organizations in the domain of mobile applications.
The open version of the BC presentation made to Cinterion managemnt team. M2M solution business is still an opportunity to become reality and revenues soon!
konsep ini digagas dan disusun oleh Yudi Hadori, MM, MBA. Didasari oleh keperdulian terhadap masa depan bangsa dan keinginan kuat dalam memberdayakan masyarakat pedesaan. Semoga konsep ini dapat ditransformasi kedalam tindakan melalui keperdulian kita semua.
Meetings & Conventions - Understanding the Value to DestinationsVictoria Isley
The document discusses the value of meetings and conventions to destinations. It provides statistics on the number of meetings in the US, spending, and jobs created. Meeting planners are influenced by many factors in site selection like destination brand, facilities, costs, and relationships. DMOs play an important role in prospecting, sales, marketing, and building relationships with planners. Sales is a multi-step process from research to securing business. DMOs also track leads and bookings through the empowerMINT database.
2011 A/NZ Cloud Solutions For Smb 20 JulyGraeme Wood
The document discusses Trend Micro's plans for a campaign in the second half of the year focused on cloud solutions for small and medium businesses. It includes elements like events for partners and end users, public relations and thought leadership activities, and targeted communications. The goal is to drive awareness of Trend Micro's cloud offerings and position the company as a leader in cloud security for SMBs. Elements of the campaign include webinars, email campaigns, media engagement, social media presence and more. It provides details on audience targeting, registration pages, agendas and a keynote speaker.
1. Social Venture Partners
Telecenter Seminar
23rd March 04
Social Venture Partners:
Business tools in a development context
John Broomfield
2. Assumptions
• It’s not about ICT’s and connectivity…..
• Segmentation of TCs and SMEs drives business model…..
• TCs are treated as SMEs…..
• TC or SME sustainability is dependent on delivering “value” to the
local community
• the local community determines whether the TC (or SME) delivers
value…..
• Some Problems are more easily solved at the network level rather
than the individual SME or TC level…..
Jul 13, 2009
Social Venture Partners
3. Key assumption
• SME & TC sustainability can be best
encouraged by integrating e-commerce,
demand generation and supplier
management into a single platform.
Jul 13, 2009
Social Venture Partners
4. The Platform
Potential customers Government Potential Suppliers
Revenue
Cost
Generation
Reduction
Activities
Skills and knowledge transfer Activities
SME Training
Macro
Infrastructure Level SME Support Platform Distribution Partnerships
Local Environment Micro
SME
Telecenters SME & Local
TC Training
SME
SME SME
Jul 13, 2009
Social Venture Partners
5. Demand Generation
NA & European
Markets
Infrastructure Level SME Support Platform Logistics and Distribution Partnerships
Local Environment
TC Local/National
Markets
SME SME
SME
Jul 13, 2009
Social Venture Partners
6. Demand Generation
Product flow
Information flow
NA & European
Financial flow
Markets
Infrastructure Level SME Support Platform Logistics and Distribution Partnerships
Local Environment
TC Local/National
Markets
SME SME
SME
Jul 13, 2009
Social Venture Partners
7. Demand Generation – Platform
functionality
• e-commerce hosting …..
• electronic payment …..
• active marketing of SME products …..
• Product listing and identification …..
• Listing business opportunities…..
Jul 13, 2009
Social Venture Partners
8. Electronic payments
• Local currency bank account …..
• International and national credit card
clearing
• Online automated clearing
• Cash transaction…..
• Bank transfer
• PayPal type services
Jul 13, 2009
Social Venture Partners
9. Cost reduction – Platform
functionality
• order aggregation – to take advantage of
volume discounts
• Affiliate programs
• Commission/ reseller programs
• partnering with distribution and logistics
companies to simplify product flow – from
suppliers and to customers
Jul 13, 2009
Social Venture Partners
10. Supplier Management
National/ International
Suppliers
Infrastructure Level SME Support Platform Logistics and Distribution Partnerships
Local Environment
TC
SME SME
SME
Local/National
Suppliers
Jul 13, 2009
Social Venture Partners
11. Skills and Knowledge – platform
functionality
• Providing targeted, needs driven training to TC’s
and SME’s…..
• Provide complete business training package…..
• Provide training to TC implementers and
facilitators…..
• Provide business model for TC sustainability…..
• Platform use and functionality training
• Business tools…..
Jul 13, 2009
Social Venture Partners
12. Training and support
Legal and Regulatory
Framework
Import/Export
SME Support Programs Content for
and funding TC facilitators
Implementers and
funders
Infrastructure Level SME Support Platform Logistics and Distribution Partnerships
Local Environment
Content
TC
For SMEs
For TCs
SME SME
SME
Jul 13, 2009
Social Venture Partners
13. Potential customers Government Potential Suppliers
Legal and Regulatory
Web based Framework
Franchise
Affiliate Program Import/Export
B2B & B2C
Europe & N. A. SME Support Programs Suppliers
and funding
SME & TC Order
Training Aggregation
Demand
Generation Affiliate
Supplier Programs
SME & TC Product
Management
Training Identification SME & TC
Training
Infrastructure Level SME Support Platform Logistics and Distribution Partnerships
SME & TC
Training
SME TC
SME
Local Environment SME
Jul 13, 2009 SME
Social Venture Partners
14. Government
Potential customers Potential Suppliers
Legal and Regulatory Import/Export
Framework Support
SME Support Programs
and funding
Revenue
Generation Skills and knowledge transfer
Activities SME Training Cost
Reduction
Global Environment Activities
Payments and Remittances
Customer Relationship Management Supplier Relationship Management
SME Training SME Support Platform TC Training
Logistics and Distribution Partnerships Supply Chain Management
Product and inventory Management
Local Environment
SME & Local
TC Training
Telecenters
SME
SME
SME
Jul 13, 2009 SME Social Venture Partners
15. Thank you
Questions?
• Please feel free to send me an email with
any questions
john.broomfield@svpww.com
Jul 13, 2009
Social Venture Partners
16. E-commerce architecture
Platform e-commerce
site
Selling to NA and
European Markets
Master Catalog database
SME
sub catalog sub catalog sub catalog
catalogs
SME web SME web SME web
site site site
Selling primarily to local
and national markets
Jul 13, 2009
Social Venture Partners
17. Supplier management Architecture
Selling directly to
SMEs and TCs
Platform e-commerce
Supplier site
Supplier data
Master Supplier db
TC cat. TC cat. TC cat.
Selling primarily
to local SMEs
TC site TC site TC site
SME
SME SME SME SME
Jul 13, 2009
Social Venture Partners