This document outlines the steps a customer may take to obtain insurance through their superannuation fund. It shows the process from initially researching options, applying for a product, and receiving confirmation. There are opportunities identified to streamline the process and improve the customer experience such as enabling end-to-end digital applications, providing better communication of application statuses, and standardizing decline letters. The goal is to simplify insurance selection and make the process more transparent for customers.
Request to Fulfill Presentation (IT4IT)Rob Akershoek
The Request to Fulfill (R2F) value stream presentation. R2F is one of the four value streams of the IT4IT Reference Architecture of The Open Group.
How to manage your IT organization as a professional IT shop? Provide a self service portal for end-users and IT staff to order IT services and IT resources. Automate the entire process from request to actual deployment and provisioning.
Strategic Operating Model Defines How a Company Looks and Works. This document gives a good overview of the the various aspects of the concept including:
1. Understand the Linkage Between Strategy and an Operating Model.
2. Recognize the Key Components of a Company’s Operating Model.
3. Familiarize Use of Operating Models to Make Comparisons Across Companies.
ValueFlowIT: A new IT Operating Model EmergesDavid Favelle
ValueFlow IT has synthesised the old and the new of IT management frameworks into a multi-speed operating model. This accommodates the different pace layers (thanks Gartner) of the portfolio and tunes the IT organisational structures processes and tools.
The Service Catalog is not a Request Portal. The terms are often used interchangeably due to lack of knowledge, which can cause confusion for IT and IT's customers.
Over the past year, Evergreen conducted dozens of one-day Service Catalog workshops around the U.S. Attended by more than 500 people, a recurring theme we noted was that many attendees thought they had a Service Catalog, when in fact they actually had a Request Portal.
IT needs to increase its focus on 3 important areas:
Delivering services customers want and need
Better alignment with the needs of the business
Cost transparency to give visibility to the cost of services
Learn more and access the webinar recording at:
http://www.evergreensys.com/it-webinars-whitepapers-evergreen-systems
#servicecatalog #itsm #servicenow #itservicecatalog
How Northwestern Medicine is Leveraging Epic to Enable Value-Based CarePerficient, Inc.
Value-based care and payment reform are prompting hospitals and healthcare providers to more closely manage population health. Hospitals and health systems rely on technology and data to outline the characteristics of their population and identify high-risk patients in order to manage chronic diseases and deliver enhanced preventative care.
Our webinar covered how Cadence Health, now part of Northwestern Medicine, is leveraging the native capabilities of Epic to manage their population health initiatives and value-based care relationships across the continuum of care.
Our speakers:
-Analyzed how Epic’s Healthy Planet and Cogito platforms can be used to manage value-based care initiatives.
-Examined the three steps for effective population health management: Collect data, analyze data and engage with patients.
-Covered how access to analytics allows physicians at Northwestern Medicine to deliver enhanced preventive care and better manage chronic diseases.
-Discussed Northwestern Medicine’s strategy to integrate data from Epic and other data sources.
Maximizing Business Success Through Organizational AgilityNick Born
Agile organizations look across the multiple dimensions of organization structure, processes, talent, leadership, and culture and embed flexibility in each. Through a system of HR practices and an integrated foundation of management practices, agile organizations are able to consistently respond to environmental trends and disruptions, move closer to the speed of ideas, and seize market opportunities. These collective capabilities drive sustained organizational performance. In this study, CAHRS Research Assistants Nicholas Born, Kasey Kovack and Matt Olson discuss the results of their research on organizational and HR agility. They share specific examples as they relate to:
• Key catalysts for organizational agility
• Obstacles to agility and knowledge sharing
• HR’s role in driving the right people outcomes to support the organizational culture, human capital, and knowledge exchange opportunities that support organizational agility
• What specific talent management and HR practices drive organizational agility
• Opportunities to assess impact of organizational agility
Request to Fulfill Presentation (IT4IT)Rob Akershoek
The Request to Fulfill (R2F) value stream presentation. R2F is one of the four value streams of the IT4IT Reference Architecture of The Open Group.
How to manage your IT organization as a professional IT shop? Provide a self service portal for end-users and IT staff to order IT services and IT resources. Automate the entire process from request to actual deployment and provisioning.
Strategic Operating Model Defines How a Company Looks and Works. This document gives a good overview of the the various aspects of the concept including:
1. Understand the Linkage Between Strategy and an Operating Model.
2. Recognize the Key Components of a Company’s Operating Model.
3. Familiarize Use of Operating Models to Make Comparisons Across Companies.
ValueFlowIT: A new IT Operating Model EmergesDavid Favelle
ValueFlow IT has synthesised the old and the new of IT management frameworks into a multi-speed operating model. This accommodates the different pace layers (thanks Gartner) of the portfolio and tunes the IT organisational structures processes and tools.
The Service Catalog is not a Request Portal. The terms are often used interchangeably due to lack of knowledge, which can cause confusion for IT and IT's customers.
Over the past year, Evergreen conducted dozens of one-day Service Catalog workshops around the U.S. Attended by more than 500 people, a recurring theme we noted was that many attendees thought they had a Service Catalog, when in fact they actually had a Request Portal.
IT needs to increase its focus on 3 important areas:
Delivering services customers want and need
Better alignment with the needs of the business
Cost transparency to give visibility to the cost of services
Learn more and access the webinar recording at:
http://www.evergreensys.com/it-webinars-whitepapers-evergreen-systems
#servicecatalog #itsm #servicenow #itservicecatalog
How Northwestern Medicine is Leveraging Epic to Enable Value-Based CarePerficient, Inc.
Value-based care and payment reform are prompting hospitals and healthcare providers to more closely manage population health. Hospitals and health systems rely on technology and data to outline the characteristics of their population and identify high-risk patients in order to manage chronic diseases and deliver enhanced preventative care.
Our webinar covered how Cadence Health, now part of Northwestern Medicine, is leveraging the native capabilities of Epic to manage their population health initiatives and value-based care relationships across the continuum of care.
Our speakers:
-Analyzed how Epic’s Healthy Planet and Cogito platforms can be used to manage value-based care initiatives.
-Examined the three steps for effective population health management: Collect data, analyze data and engage with patients.
-Covered how access to analytics allows physicians at Northwestern Medicine to deliver enhanced preventive care and better manage chronic diseases.
-Discussed Northwestern Medicine’s strategy to integrate data from Epic and other data sources.
Maximizing Business Success Through Organizational AgilityNick Born
Agile organizations look across the multiple dimensions of organization structure, processes, talent, leadership, and culture and embed flexibility in each. Through a system of HR practices and an integrated foundation of management practices, agile organizations are able to consistently respond to environmental trends and disruptions, move closer to the speed of ideas, and seize market opportunities. These collective capabilities drive sustained organizational performance. In this study, CAHRS Research Assistants Nicholas Born, Kasey Kovack and Matt Olson discuss the results of their research on organizational and HR agility. They share specific examples as they relate to:
• Key catalysts for organizational agility
• Obstacles to agility and knowledge sharing
• HR’s role in driving the right people outcomes to support the organizational culture, human capital, and knowledge exchange opportunities that support organizational agility
• What specific talent management and HR practices drive organizational agility
• Opportunities to assess impact of organizational agility
Best Practices for Implementing a Service Catalog and Enhanced ITSMhdicapitalarea
The Service Catalog is the end-user view into IT – a ‘Shop Window’ where IT can advertise the available services. Service Management is all about delivering and maintaining the IT services required by the Business to perform the operations of the organization.
HR Transformation-The Digitization Impact: The Future is NowManish Mohan Misra
Business Environment is massively impacted by VUCA, Technology & New workforce. New business models are fast emerging and are totally different from the current ones. The new dynamics will require HR to undergo a metamorphosis in order to deliver value. The Future of HR is NOW.
An overview of The Open Group IT4IT Reference Architecture. It is a vendor and product-agnostic value chain-based operating model for managing the business of IT. While providing guidance on the design, procurement and implementation of the functionality needed to run IT, it also enables the systematic tracking of the state of IT services across the service life-cycle using four value streams - Strategy to Portfolio, Request to Fulfill, Requirement to Deploy, and Detect to Correct.
Download presentation from http://opengroup.co.za/presentations
Review of Information Technology Function Critical Capability ModelsAlan McSweeney
IT Function critical capabilities are key areas where the IT function needs to maintain significant levels of competence, skill and experience and practise in order to operate and deliver a service. There are several different IT capability frameworks. The objective of these notes is to assess the suitability and applicability of these frameworks. These models can be used to identify what is important for your IT function based on your current and desired/necessary activity profile.
Capabilities vary across organisation – not all capabilities have the same importance for all organisations. These frameworks do not readily accommodate variability in the relative importance of capabilities.
The assessment approach taken is to identify a generalised set of capabilities needed across the span of IT function operations, from strategy to operations and delivery. This generic model is then be used to assess individual frameworks to determine their scope and coverage and to identify gaps.
The generic IT function capability model proposed here consists of five groups or domains of major capabilities that can be organised across the span of the IT function:
1. Information Technology Strategy, Management and Governance
2. Technology and Platforms Standards Development and Management
3. Technology and Solution Consulting and Delivery
4. Operational Run The Business/Business as Usual/Service Provision
5. Change The Business/Development and Introduction of New Services
In the context of trends and initiatives such as outsourcing, transition to cloud services and greater platform-based offerings, should the IT function develop and enhance its meta-capabilities – the management of the delivery of capabilities? Is capability identification and delivery management the most important capability? Outsourced service delivery in all its forms is not a fire-and-forget activity. You can outsource the provision of any service except the management of the supply of that service.
The following IT capability models have been evaluated:
• IT4IT Reference Architecture https://www.opengroup.org/it4it contains 32 functional components
• European e-Competence Framework (ECF) http://www.ecompetences.eu/ contains 40 competencies
• ITIL V4 https://www.axelos.com/best-practice-solutions/itil has 34 management practices
• COBIT 2019 https://www.isaca.org/resources/cobit has 40 management and control processes
• APQC Process Classification Framework - https://www.apqc.org/process-performance-management/process-frameworks version 7.2.1 has 44 major IT management processes
• IT Capability Maturity Framework (IT-CMF) https://ivi.ie/critical-capabilities/ contains 37 critical capabilities
The following model has not been evaluated
• Skills Framework for the Information Age (SFIA) - http://www.sfia-online.org/ lists over 100 skills
Augmenting IT strategy with Enterprise architecture assessmentPrashanth Panduranga
IT strategy drives the organizations roadmap,.This presentation provides an overview of Enterprise Architecture assessments which includes, Portfolio assessment, Cloud fitment analysis,
Critical Review of Open Group IT4IT Reference ArchitectureAlan McSweeney
This reviews the Open Group’s IT4IT Reference Architecture (https://www.opengroup.org/it4it) with respect to other operational frameworks to determine its suitability and applicability to the IT operating function.
IT4IT is intended to be a reference architecture for the management of the IT function. It aims to take a value chain approach to create a model of the functions that IT performs and the services it provides to assist organisations in the identification of the activities that contribute to business competitiveness. It is intended to be an integrated framework for the management of IT that emphasises IT service lifecycles.
This paper reviews what is meant by a value-chain, with special reference to the Supply Chain Operations Reference (SCOR) model (https://www.apics.org/apics-for-business/frameworks/scor). the most widely used and most comprehensive such model.
The SCOR model is part of wider set of operations reference models that describe a view of the critical elements in a value chain:
• Product Life Cycle Operations Reference model (PLCOR) - Manages the activities for product innovation and product and portfolio management
• Customer Chain Operations Reference model (CCOR) - Manages the customer interaction processes
• Design Chain Operations Reference model (DCOR) - Manages the product and service development processes
• Managing for Supply Chain Performance (M4SC) - Translates business strategies into supply chain execution plans and policies
It also compares the IT4IT Reference Architecture and its 32 functional components to other frameworks that purport to identify the critical capabilities of the IT function:
• IT Capability Maturity Framework (IT-CMF) https://ivi.ie/critical-capabilities/ contains 37 critical capabilities
• Skills Framework for the Information Age (SFIA) - http://www.sfia-online.org/ lists over 100 skills
• European e-Competence Framework (ECF) http://www.ecompetences.eu/ contains 40 competencies
• ITIL IT Service Management https://www.axelos.com/best-practice-solutions/itil
• COBIT 2019 https://www.isaca.org/resources/cobit has 40 management and control processes
121022 - The art of getting business analysis right - slide deck.pptxAustraliaChapterIIBA
IIBA® Melbourne brings you a virtual event where you learn from Maria's wealth of knowledge and experience in business analysis. Maria will take you through her business analysis journey and the complexity of the business world, in particular she will cover the 7 key ingredients in getting business analysis right.
As organizations adapt to new ways of working with a combination of remote and onsite employees, leaders will need to reskill, redeploy, and reorganize their people to support changing business demands. In this slide deck, learn how Workday is uniquely positioned to support both workers and organizations in a changing world.
Using a Service Catalog and CMDB to Standardize Change Management in Jira Ser...Cprime
A streamlined and optimized ITSM practice offers tremendous benefits to your IT teams and your entire organization. But, the vital ITSM practice of change management can still be challenging for many.
In this webinar, we take those ideas a step further by incorporating a service catalog and configuration management database as tools to help standardize the change management process and further minimize disruptions.
When you log off, you’ll understand:
-The role of a Service Catalog in ITSM
-How to create and curate an effective Service Catalog
-How to build and manage a Configuration Management Database (CMDB)
-How to best leverage CMDB for service improvement
Why, When and How Do I Start a Digital Transformation?Acquia
Presented at Acquia Engage APAC by Brittany Fox, Marketing Campaign Strategist, Deloitte.
Every organisation undergoing a marketing transformation has a starting point, with the difference only being the product of internal capability and maturity. At Deloitte, we take our clients from their starting point to being ready for whatever the next innovation is. This is the only real mechanism enterprises can implement for the future.
IT Service Taxonomy Essentials: Separate IT and Business Services Catalogs?Evergreen Systems
IT Service Catalogs and portals are proliferating. How many Service Catalogs do you need? Should you have separate IT and business service catalogs? What do you do when a service combines parts of both? How do you not totally confuse your customers? Evergreen shares how to create and manage a federated Service Catalog approach – enabling both a consistent service face to your customers and giving your IT teams the latitude they need to execute effectively. We also briefly demonstrate our beautiful and innovative customer-centric Service Catalog (on ServiceNow) – with our service taxonomy framework built in! Recorded event with live demo available at http://content.evergreensys.com/it-service-catalog-webinar-separate-catalogs-slides
In this new Accenture Finance & Risk presentation we explore how our capability design and data sourcing methodology provides financial services firms with a framework for addressing their data processing, report population and reporting requirement needs.
Boost your ITSM maturity with a service catalogAxios Systems
View the full recorded webinar here:
http://forms.axiossystems.com/spalding_september_reg_en
In this webinar, George Spalding, Executive VP at Pink Elephant, talks about how a service catalog can help you increase your ITSM maturity, and shares some of the secrets of a successful implementation.
Joe Beighley, Business Solutions Consultant at Axios Systems, shows you how a service catalog works from the business perspective, and how IT can quickly deploy a catalog that takes strain off the service desk and releases IT resources for innovation.
What if your finance organization had a faster, simpler way to transform operational transactions into meaningful insight? View this slide deck with Workday and KPMG as we explore new technologies and solutions for streamlining the analysis of vast amounts of data in the changing world of finance.
Tradeshows are exciting events that can greatly increase your brand awareness and boost lead generation efforts. However, there is much more to a successful event than having a big, fancy booth and droves of people interested in your cool SWAG.
Best Practices for Implementing a Service Catalog and Enhanced ITSMhdicapitalarea
The Service Catalog is the end-user view into IT – a ‘Shop Window’ where IT can advertise the available services. Service Management is all about delivering and maintaining the IT services required by the Business to perform the operations of the organization.
HR Transformation-The Digitization Impact: The Future is NowManish Mohan Misra
Business Environment is massively impacted by VUCA, Technology & New workforce. New business models are fast emerging and are totally different from the current ones. The new dynamics will require HR to undergo a metamorphosis in order to deliver value. The Future of HR is NOW.
An overview of The Open Group IT4IT Reference Architecture. It is a vendor and product-agnostic value chain-based operating model for managing the business of IT. While providing guidance on the design, procurement and implementation of the functionality needed to run IT, it also enables the systematic tracking of the state of IT services across the service life-cycle using four value streams - Strategy to Portfolio, Request to Fulfill, Requirement to Deploy, and Detect to Correct.
Download presentation from http://opengroup.co.za/presentations
Review of Information Technology Function Critical Capability ModelsAlan McSweeney
IT Function critical capabilities are key areas where the IT function needs to maintain significant levels of competence, skill and experience and practise in order to operate and deliver a service. There are several different IT capability frameworks. The objective of these notes is to assess the suitability and applicability of these frameworks. These models can be used to identify what is important for your IT function based on your current and desired/necessary activity profile.
Capabilities vary across organisation – not all capabilities have the same importance for all organisations. These frameworks do not readily accommodate variability in the relative importance of capabilities.
The assessment approach taken is to identify a generalised set of capabilities needed across the span of IT function operations, from strategy to operations and delivery. This generic model is then be used to assess individual frameworks to determine their scope and coverage and to identify gaps.
The generic IT function capability model proposed here consists of five groups or domains of major capabilities that can be organised across the span of the IT function:
1. Information Technology Strategy, Management and Governance
2. Technology and Platforms Standards Development and Management
3. Technology and Solution Consulting and Delivery
4. Operational Run The Business/Business as Usual/Service Provision
5. Change The Business/Development and Introduction of New Services
In the context of trends and initiatives such as outsourcing, transition to cloud services and greater platform-based offerings, should the IT function develop and enhance its meta-capabilities – the management of the delivery of capabilities? Is capability identification and delivery management the most important capability? Outsourced service delivery in all its forms is not a fire-and-forget activity. You can outsource the provision of any service except the management of the supply of that service.
The following IT capability models have been evaluated:
• IT4IT Reference Architecture https://www.opengroup.org/it4it contains 32 functional components
• European e-Competence Framework (ECF) http://www.ecompetences.eu/ contains 40 competencies
• ITIL V4 https://www.axelos.com/best-practice-solutions/itil has 34 management practices
• COBIT 2019 https://www.isaca.org/resources/cobit has 40 management and control processes
• APQC Process Classification Framework - https://www.apqc.org/process-performance-management/process-frameworks version 7.2.1 has 44 major IT management processes
• IT Capability Maturity Framework (IT-CMF) https://ivi.ie/critical-capabilities/ contains 37 critical capabilities
The following model has not been evaluated
• Skills Framework for the Information Age (SFIA) - http://www.sfia-online.org/ lists over 100 skills
Augmenting IT strategy with Enterprise architecture assessmentPrashanth Panduranga
IT strategy drives the organizations roadmap,.This presentation provides an overview of Enterprise Architecture assessments which includes, Portfolio assessment, Cloud fitment analysis,
Critical Review of Open Group IT4IT Reference ArchitectureAlan McSweeney
This reviews the Open Group’s IT4IT Reference Architecture (https://www.opengroup.org/it4it) with respect to other operational frameworks to determine its suitability and applicability to the IT operating function.
IT4IT is intended to be a reference architecture for the management of the IT function. It aims to take a value chain approach to create a model of the functions that IT performs and the services it provides to assist organisations in the identification of the activities that contribute to business competitiveness. It is intended to be an integrated framework for the management of IT that emphasises IT service lifecycles.
This paper reviews what is meant by a value-chain, with special reference to the Supply Chain Operations Reference (SCOR) model (https://www.apics.org/apics-for-business/frameworks/scor). the most widely used and most comprehensive such model.
The SCOR model is part of wider set of operations reference models that describe a view of the critical elements in a value chain:
• Product Life Cycle Operations Reference model (PLCOR) - Manages the activities for product innovation and product and portfolio management
• Customer Chain Operations Reference model (CCOR) - Manages the customer interaction processes
• Design Chain Operations Reference model (DCOR) - Manages the product and service development processes
• Managing for Supply Chain Performance (M4SC) - Translates business strategies into supply chain execution plans and policies
It also compares the IT4IT Reference Architecture and its 32 functional components to other frameworks that purport to identify the critical capabilities of the IT function:
• IT Capability Maturity Framework (IT-CMF) https://ivi.ie/critical-capabilities/ contains 37 critical capabilities
• Skills Framework for the Information Age (SFIA) - http://www.sfia-online.org/ lists over 100 skills
• European e-Competence Framework (ECF) http://www.ecompetences.eu/ contains 40 competencies
• ITIL IT Service Management https://www.axelos.com/best-practice-solutions/itil
• COBIT 2019 https://www.isaca.org/resources/cobit has 40 management and control processes
121022 - The art of getting business analysis right - slide deck.pptxAustraliaChapterIIBA
IIBA® Melbourne brings you a virtual event where you learn from Maria's wealth of knowledge and experience in business analysis. Maria will take you through her business analysis journey and the complexity of the business world, in particular she will cover the 7 key ingredients in getting business analysis right.
As organizations adapt to new ways of working with a combination of remote and onsite employees, leaders will need to reskill, redeploy, and reorganize their people to support changing business demands. In this slide deck, learn how Workday is uniquely positioned to support both workers and organizations in a changing world.
Using a Service Catalog and CMDB to Standardize Change Management in Jira Ser...Cprime
A streamlined and optimized ITSM practice offers tremendous benefits to your IT teams and your entire organization. But, the vital ITSM practice of change management can still be challenging for many.
In this webinar, we take those ideas a step further by incorporating a service catalog and configuration management database as tools to help standardize the change management process and further minimize disruptions.
When you log off, you’ll understand:
-The role of a Service Catalog in ITSM
-How to create and curate an effective Service Catalog
-How to build and manage a Configuration Management Database (CMDB)
-How to best leverage CMDB for service improvement
Why, When and How Do I Start a Digital Transformation?Acquia
Presented at Acquia Engage APAC by Brittany Fox, Marketing Campaign Strategist, Deloitte.
Every organisation undergoing a marketing transformation has a starting point, with the difference only being the product of internal capability and maturity. At Deloitte, we take our clients from their starting point to being ready for whatever the next innovation is. This is the only real mechanism enterprises can implement for the future.
IT Service Taxonomy Essentials: Separate IT and Business Services Catalogs?Evergreen Systems
IT Service Catalogs and portals are proliferating. How many Service Catalogs do you need? Should you have separate IT and business service catalogs? What do you do when a service combines parts of both? How do you not totally confuse your customers? Evergreen shares how to create and manage a federated Service Catalog approach – enabling both a consistent service face to your customers and giving your IT teams the latitude they need to execute effectively. We also briefly demonstrate our beautiful and innovative customer-centric Service Catalog (on ServiceNow) – with our service taxonomy framework built in! Recorded event with live demo available at http://content.evergreensys.com/it-service-catalog-webinar-separate-catalogs-slides
In this new Accenture Finance & Risk presentation we explore how our capability design and data sourcing methodology provides financial services firms with a framework for addressing their data processing, report population and reporting requirement needs.
Boost your ITSM maturity with a service catalogAxios Systems
View the full recorded webinar here:
http://forms.axiossystems.com/spalding_september_reg_en
In this webinar, George Spalding, Executive VP at Pink Elephant, talks about how a service catalog can help you increase your ITSM maturity, and shares some of the secrets of a successful implementation.
Joe Beighley, Business Solutions Consultant at Axios Systems, shows you how a service catalog works from the business perspective, and how IT can quickly deploy a catalog that takes strain off the service desk and releases IT resources for innovation.
What if your finance organization had a faster, simpler way to transform operational transactions into meaningful insight? View this slide deck with Workday and KPMG as we explore new technologies and solutions for streamlining the analysis of vast amounts of data in the changing world of finance.
Tradeshows are exciting events that can greatly increase your brand awareness and boost lead generation efforts. However, there is much more to a successful event than having a big, fancy booth and droves of people interested in your cool SWAG.
The Complete Guide to B2B Email Marketing: Create more effective B2B email campaigns with these six steps:
By Sales Force-Pardot
Complete Guide to B2B Email Marketing will walk you through the entire process of creating effective,targeted emails — from planning and designing to sending and optimizing — in six straightforward steps:
Step 1: Authentication & Deliverability
Step 2: Template Design
Step 3: Email Content
Step 4: Testing & Optimization
Step 5: Sending Best Practices
Step 6: Tracking & Reporting
Take a Guided Tour with Pardot:
http://www2.pardot.com/interactive-guided-tour?url_called=70130000000mARf
Your welcome email (or lack thereof) sets the tone for the email marketing relationship you have with your subscribers—make sure it's sending the right message!
Due Diligence requirement for MF Distributorsaditya72
DDQ is not meant only for the select few ; it is a minimum compliance set to be followed by every Mutual Fund distributor, to shape up a perfect business model
Increasing Market Employability (IME) the programme of the Swiss Agency for Development and Cooperation, implemented by Palladium launches the Call for Applications for the needs of the project.
We invite you to apply for Business Service Organizations (BSOs) to address sector-wide constraints in the sustainable agribusiness, adventure tourism and ICT sectors.
More information regarding the call please find in the document below.
Програмата за зголемување на пазарната вработливост (IME) финансирана од страна на Швајцарската агенција за развој и соработка, имплементирана од Паладиум го објавува Повикот за апликации за потребите на проектот.Ве покануваме да аплицирате за Даватели на услуги за развој на деловни активности (BSO) со цел адресирање на ограничувања на ниво на сектор во доменот на одржливиот агробизнис, активен туризам и ИКТ секторот.
Повеќе информации во врска со повикот, ќе може да прочитат во документот подолу.
A Case Study of Fairwinds Credit Union’s Groundbreaking Online Insurance Agen...NAFCU Services Corporation
Fairwinds Credit Union launched a successful insurance agency, having over 5,000 members visit and shop for insurance online in just 30 days in this recorded webinar with Insuritas and Fairwinds Credit Union. Download the presentation slides at http://www.nafcu.org/insuritas
Presentation by consulting company Ensur about the shifting Insurance model. Financial Services Institutions have difficulties putting him there. What does the Phigital architecture look like?
Writing a submission for funding can be overwhelming, time consuming, and at times, an unrewarding process (if unsuccessful) for an organisation.
Prior to writing the submission, the organisation should consider the following:
• What is the project?
• How much money is needed?
• Can the organisation’s current budget cover any of the costs?
• Does the organisation have enough staff members to effectively manage the project?
• Do we have enough time, expertise and commitment to write the submission?
• Do we have access to expertise in submission writing that can assist, if needed?
Tips and traps in the process of setting up and running an smsf for new trusteesVerante Financial Planning
Walking you through the whole process of setting up your Self Managed Super Fund and many Tips and traps in the process for new trustees in the first year.
Corporate Finance for Executives is designed to meet the needs of senior managers in established companies who are called upon to make decisions or formulate strategies based on important financial input or outcomes.
Affiliate Marketing Basic Guide For Beginners _20240521_091615_0000.pdfatinukehassan87
### Introduction
#### What is Affiliate Marketing?
Affiliate marketing is a performance-based marketing strategy where businesses reward affiliates for driving traffic or sales to their products and services. It’s a symbiotic relationship that benefits both the merchant and the affiliate. The merchant gains increased exposure and sales, while the affiliate earns a commission for their promotional efforts. This model has gained significant traction in the digital age, becoming a cornerstone for many online business strategies.
The concept of affiliate marketing isn't new; it dates back to the late 1990s when Amazon launched its Associates Program, one of the first major affiliate marketing programs. Since then, the industry has evolved, incorporating advanced tracking technologies, diverse promotional methods, and a vast array of niches, making it accessible to anyone with an internet connection and a bit of entrepreneurial spirit.
#### Why Choose Affiliate Marketing?
Affiliate marketing presents a unique opportunity for individuals to earn income with relatively low upfront costs. Unlike traditional business models that require significant investment in inventory, infrastructure, or staffing, affiliate marketing allows you to start with just a computer and an internet connection. Here are some key benefits:
1. **Passive Income Potential**: Once you set up your affiliate links and content, they can generate income continuously, even while you sleep. This passive income aspect is one of the most attractive features of affiliate marketing.
2. **Flexibility**: You can work from anywhere and set your own schedule. Whether you’re a stay-at-home parent, a student, or someone looking for a side hustle, affiliate marketing offers the flexibility to fit around your lifestyle.
3. **Diverse Revenue Streams**: By promoting various products and services across different niches, you can diversify your income streams. This diversification can provide financial stability and reduce the risk associated with relying on a single source of income.
4. **Scalability**: As your knowledge and experience grow, so does the potential to scale your affiliate marketing business. By leveraging tools, automation, and outsourcing, you can expand your reach and increase your earnings.
In this ebook, we will guide you through the fundamentals of affiliate marketing, from understanding the basics and choosing a niche, to building your platform, generating traffic, and optimizing conversions. Whether you're a complete beginner or someone with a bit of experience, this comprehensive guide is designed to equip you with the knowledge and tools needed to succeed in the world of affiliate marketing.
Join us on this journey to unlock the potential of affiliate marketing and pave the way to financial freedom and entrepreneurial success. Let's get started!
B2B payments are rapidly changing. Find out the 5 key questions you need to be asking yourself to be sure you are mastering B2B payments today. Learn more at www.BlueSnap.com.
VAT Registration Outlined In UAE: Benefits and Requirementsuae taxgpt
Vat Registration is a legal obligation for businesses meeting the threshold requirement, helping companies avoid fines and ramifications. Contact now!
https://viralsocialtrends.com/vat-registration-outlined-in-uae/
Implicitly or explicitly all competing businesses employ a strategy to select a mix
of marketing resources. Formulating such competitive strategies fundamentally
involves recognizing relationships between elements of the marketing mix (e.g.,
price and product quality), as well as assessing competitive and market conditions
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[Note: This is a partial preview. To download this presentation, visit:
https://www.oeconsulting.com.sg/training-presentations]
Sustainability has become an increasingly critical topic as the world recognizes the need to protect our planet and its resources for future generations. Sustainability means meeting our current needs without compromising the ability of future generations to meet theirs. It involves long-term planning and consideration of the consequences of our actions. The goal is to create strategies that ensure the long-term viability of People, Planet, and Profit.
Leading companies such as Nike, Toyota, and Siemens are prioritizing sustainable innovation in their business models, setting an example for others to follow. In this Sustainability training presentation, you will learn key concepts, principles, and practices of sustainability applicable across industries. This training aims to create awareness and educate employees, senior executives, consultants, and other key stakeholders, including investors, policymakers, and supply chain partners, on the importance and implementation of sustainability.
LEARNING OBJECTIVES
1. Develop a comprehensive understanding of the fundamental principles and concepts that form the foundation of sustainability within corporate environments.
2. Explore the sustainability implementation model, focusing on effective measures and reporting strategies to track and communicate sustainability efforts.
3. Identify and define best practices and critical success factors essential for achieving sustainability goals within organizations.
CONTENTS
1. Introduction and Key Concepts of Sustainability
2. Principles and Practices of Sustainability
3. Measures and Reporting in Sustainability
4. Sustainability Implementation & Best Practices
To download the complete presentation, visit: https://www.oeconsulting.com.sg/training-presentations
Cracking the Workplace Discipline Code Main.pptxWorkforce Group
Cultivating and maintaining discipline within teams is a critical differentiator for successful organisations.
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• Three (3) key tips to maintain a disciplined workplace.
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Touch point maps
1. I obtained the
information necessary
to make a decision
I need an insurance
product with cover that
is appropriate for me
CUSTOMER
PROCESS
STEPS
O1.1 SIMPLIFY INFORMATION
Simplify language used (e.g. what
is a unit)
Provide detailed information in
digital or more interactive formats
(e.g. video, webinars)
READ/BROWSE GENERAL
INFORMATION
COMPARE FUNDS (INCL.
INSURANCE)
COMPARE MY INSURANCE
OPTIONS
ASSESS MY INSURANCE NEED GET QUOTE AND FEE
ESTIMATES
SEEK FOR MORE DETAILED
INSURANCE INFORMATION
SEEK FOR MORE DETAILED
FUND INFORMATION
CHOOSE A FUND CHOOSE AN INSURANCE
PRODUCT
Quantity of information is
difficult to read/ digest
GENERAL RESEARCH SHORTLIST POLICIES DECIDEDETAILED RESEARCH
Insurance Needs
Calculator results
cannot be saved
Little information about
insurance, or not well advertised
O1.2 CAPTURE PROSPECTIVE DETAILS
Capture prospective details for outbound campaigns and
follow-up
O1.4 INSURANCE OPTIONS SUPPORT
Provide members with support to compare their insurance
options with MetLife
O1.5 FIND MY LOST SUPER
Support member to identify their
lost funds
Materials may be mailed
e.g. PDS, Insurance Guide, Handbook
General product information,
downloadable pdfs
Premium calculator is for existing
members only
General enquiries email,
Materials may be emailed
Websites, forums, financial advisor;
employer, family and friends, social media
Moment of Truth Partner Owns Process
MetLife Owns Process Pull communication
Push communication
Size of circle indicates
most popular channel to
those most rarely used
Customer journey may
end here
Straight through process
Alternate scenario process
OPPORTUNI-
TIES FOR
IMPROVE-
MENT
@
TOUCHPOINTSWITHMETLIFE/FUND
CUSTOMER
PAIN
POINTS
THIRD
PARTIES
First Super / MTAA field visits or
First Super/ NSF main office
1300/1800 transfer to advisor/
financial planner
Call 1300/ 1800 General advice with referral
option to Intrafund Advisor or Financial Planner
Variable (dependent on customer timing)
If insurance is a differentiator If insurance is a differentiator If selecting additional insurance
PRECEDING CUSTOMER JOURNEYS: N/A FOLLOWING JOURNEYS: Join A New Fund, I Need to
Increase or Vary My Cover
O1.6 CUSTOMER SURVEYS/ FEEDBACK CHANNEL
Implement customer feedback channels.
E.g. at MTAA, Customer surveys run regularly and dissatisfied
customers contacted within 24 hours to understand experience
First Super: No customer feedback channels
One on one advice from Intrafund
Advisor or Financial Planner
Financial advisor or 3rd party comparator sites
e.g. Canstar, RateCity
Websites, financial advisor
Member Handbook,
other
First Super: 50% of enquiries calls are referred to an advisor/
planner for personalised advice
One on one advice from Intrafund Advisor or Financial Planner/
Support from First Super Coordinators on site
PDS, Insurance Guide,
other print materials
Financial advisor
View fund performance history,
other offers
MetLife ‘Assess My Insurance Needs’
calculator
Downloadable PDS and Insurance Guide
MetLife ‘Assess My Insurance
Needs’ calculator
O1.3 SAVE CUSTOMER QUOTE
Enable option for new member insurance calculator results to
be saved or downloaded
NSF Insurance Guide includes table to work out cover
Obtain quote via phone
* For small proportion of
customers who seek to make
a choice in their fund
CONCURRENT JOURNEYS: I Need Financial Advice, I
Need Service, Complaint
2. I am on-boarded
at my new fund
I changed employers
and/ or my employer
joins me to a new fund
CUSTOMER
PROCESS
STEPS
O2.1 ENGAGEMENT UPFRONT
Opportunity include general insurance information as employers/
members join new funds e.g. “About Us” packs
Opportunity to visit employers for more direct contact especially
where employers change funds
First Super: include insurance information in script for new member
general enquiries
RECEIVE INFORMATION ABOUT NEW COMPANY’S DEFAULT
FUND (OR COMPANY’S NEW DEFAULT FUND)
RECEIVE FOLLOW-UP ON MINIMUM REQUIREMENTS OR
OBVIOUS ERRORS
COMPLETE STANDARD CHOICE/ CHOICE OF FUNDS FORM ACCESS, COMPLETE AND SUBMIT
NEW FUND APPLICATION FORM
Receive communication from employer about new fund, including
insurance details
Forms usually provided by the employer,
May also be provided by unions and other work-related information centers
NSF/ First Super: Online application form
MTAA: Coming in Oct 2015
Downloadable application
Moment of Truth Partner Owns Process
MetLife Owns ProcessVisits to 3rd parties for
required documents
Interrupted process
requiring variable wait time
Pull communication
Push communication
Size of circle indicates
most popular channel to
those most rarely usedCustomer journey may
end here
Straight through process
Alternate scenario process
OPPORTUNI-
TIES FOR
IMPROVE-
MENT
@
TOUCHPOINTSWITHMETLIFE/FUND
CUSTOMER
PAIN
POINTS
THIRD
PARTIES
90 days by legislation; average 5-10 days
General enquiries
email address
O2.5.2 WELCOME PACK IMPROVEMENT (CONTENT)
Provide info about the insurance provider (‘About Us’)
Produce PDS in more palatable formats (e.g. video, audio)
Provide information about the insurance provider as part of the script
in Welcome call
MTAA does not have an online application (in-flight for Oct 2015)
RECEIVE WELCOME FROM THE FUND
STANDARD CHOICE/ CHOICE OF FUNDS ON-BOARDING
MTAA Welcome calls made to new employers, and for fund
transfers
First Super: Welcome call, no Insurance specific script
Preferred channel for NSF
NSF employers receive welcome email
Paper forms provided by the
employer
Paper member application form
NSF: form includes consent to search for lost super, application for extra insurance,
promotion of online application
Welcome Pack including:
Welcome letter or ‘Successful Transfer of Funds’
PDS
MTAA/ NSF: Application Form or link (if member hasn’t
already completed)
First Super does not have outbound capabilities to
follow up on missing application information
Very little engagement at this stage in the customer journey;
Most customers will only have two touch points with fund: 1)
indirectly through Standard Choice form and other marketing, 2)
Welcome Letter and PDS
PRECEDING CUSTOMER JOURNEYS:
Browse & Choose Fund with Insurance
FOLLOWING JOURNEYS: Keep Me
Informed, Complaint, Leave
NEW FUND APPLICATION
Not compulsory to set up fund;
New member directed to application as part of welcome
Not compulsory to set up fund
Completed if member elects own fund
If paper application and fields missing
First Super Coordinators onsite visit
or First Super/ NSF main office
Call 1300/ 1800 to request
forms
Fund/MetLife involvement depends on size of
the employer
Downloadable forms on website
Call 1300/ 1800 to request
application
First Super Coordinators may provide forms
and support in completing
General enquiries email address
to request application
Employer may have already joined member online.
Member to complete missing personal information
Name, date of birth, address, (TFN) are minimum
requirements
Welcome Pack may also include:
Accounts Certificate incl. Member number, occupation rating,
sum insured
Prompt to register online
Link to Insurance Guide online
Contact centre number for insurance log-ins
Transfer of Super and Transfer of Insurance forms (if elected in
application form)
Most recent newsletter
Other marketing materials
NSF: uses mail if there is no member email
First Super has no outbound capabilities to follow
up on missing information
MTAA mostly uses phone
No follow-ups as minimum requirement fields are mandatory
Confirmation received online
Mandatory fields: name, dob, address
O2.2 OBTAIN EMAIL ADDRESSES
Ask for communication preferences as part of join
process (First Super in-flight project)
Obtain company email addresses via employer
NSF has a trigger that prompts operators to ask for
member’s missing email or phone information when they
call
O2.4 FIRST SUPER APPLICATION
IMPROVEMENT
Embed an application follow up process
Offer customer search for their ‘lost super’
Make insurance transfer process easier and embedded
in the online process
There is no follow-up if application form is not completed or
returned; results in very little information about members captured
O2.3 DIGITAL
SIGNATURE
Replace physical signature
with digital
MTAA Green ID in-flight
O2.6 FIRST CONTRIBUTION
COMMUNICATION
Opportunity to create touch point
after the first contribution is made
e.g. Check your super; Do you
need to consolidated your super?
CONCURRENT JOURNEYS: Financial Advice,
Increase/Vary My Cover, Service, Complaint
O2.5.1 WELCOME PACK IMPROVEMENT (PROCESS)
Promote self-service (incl. insurance) by including members’ log-in
details in Welcome Pack
3. I have received
relevant and
useful advice
I have had a life
change
CUSTOMER
PROCESS
STEPS
O3.3 PROVIDE TOOLS FOR FINANCIAL ADVISORS
Provide calculators and other tools for advisors
Provide insurance-specific questionnaires for advisors to use with their members
MAKE CONTACT WITH FUND TO OBTAIN
ADVICE
SPEAK WITH FINANCIAL PLANNERMAKE APPOINTMENT FOR FINANCIAL
PLANNER
RECEIVE GENERAL ADVICE SPEAK DIRECTLY WITH INTRAFUND
ADVISOR * OR GET CALL BACK
* ALSO ‘MONEY COACH’ OR ‘FINANCIAL EDUCATION ADVICE TEAM’ (FEAT)
RECEIVE PERSONALISED ADVICE RECEIVE STATEMENT OF ADVICE
First Super: Delay in making
face-to-face appointments
(availabilities depend on one
advisor)
O3.4 EDUCATE FINANCIAL ADVISORS/ KEEP IN TOUCH
# Provide newsletters/content with insurance information and updates to Financial Advisors
Mail to unique Locked Bag or PO Box
MTAA/ NSF: Online enquiry form available
General enquiries email address
Moment of Truth Partner Owns Process
MetLife Owns ProcessVisits to 3rd parties for
required documents
Interrupted process
requiring variable wait time
Pull communication
Push communication
Size of circle indicates
most popular channel to
those most rarely usedCustomer journey may
end here
Straight through process
Alternate scenario process
OPPORTUNI-
TIES FOR
IMPROVE-
MENT
@
TOUCHPOINTSWITHMETLIFE/FUND
CUSTOMER
PAIN
POINTS
THIRD
PARTIES
REQUEST ADVICE RECEIVE ADVICE
Depends on member/ advisor availabilitySame day
If question has
been answered
Call 1300/ 1800 number
Operators trained to provide general advice;
Referred to advisor/ planner if questions are
personal
Needs-based questionnaire, 8 questions per
topic (e.g. retirement, investment,
insurance...), risk profile
Forms, documents or factual information
may be emailed
Only if member specifies
Forms and pdf
documents may be mailed
A plan or summary of the advice may be mailed
First Super:. Desire to develop face-to-face, but limited capacity
First Super: advisors use X-Plan to record
notes in members’ account
O3.1 OFFERING PROACTIVE FINANCIAL
ADVICE SERVICES TO MEMBERS
To be offered to selected members based
on identified triggers for sought advice
(e.g. leavers, specific contribution
patterns)
O3.2 PROVIDE TOOLS FOR
GENERAL ADVISORS
Provide FAQs and other tools to
assist general operators providing
general insurance advice
If questions are
personalised, continue…
PRECEDING CUSTOMER JOURNEYS:
Browse & Choose Fund with Insurance,
Join a New Fund
CONCURRENT JOURNEYS: I Need to Increase or
Vary My Cover, I Need Service, Keep Me Informed,
Complaint
If advice required beyond fund e.g.
switching funds
First Super Coordinators onsite visit or
First Super/ NSF main office
First Super: Warm transfer if advisor available
NSF: Warm transfer to Money Solutions
MTAA: Usually call back by appointment,
sometimes direct transfer
NSF: can be face-to-face if complex
If intrafund advice
First Super mobile advisor meets members at their homes
MTAA/ NSF: Can be face-to-face if complex
MTAA: Warm transfer to Financial Planners
First Super: Appointment time provided by
general advisor, redirected if available
NSF: Warm transfer to Money Solutions
3-6 ppl in MTAA FEAT team
Legally, must be in writing
NSF: 5 days
First Super: can be face-to face depending on
availability of 1 mobile advisor and location of member
First Super : 4 advisors -
1 mobile, 3 phone-based
1-2 Financial Planners in MTAA
External Financial Advisor, Accountant etc.
No or little mention of insurance
O3.6 MEASURE CUSTOMER
SATISFACTION
Provide FAQs and other tools to assist
general operators providing general
insurance advice
No after-hours availability. Money
Solutions only available from 8am to
6pm.
FOLLOWING JOURNEYS:
Claim, Leave
O3.5 PROVIDE REMOTE ADVICE
Through video or other digital
channels
4. I have a product that
fulfils my needs
again
MEMBER
PROCESS
STEPS
OPPORTUNI-
TIES FOR
IMPROVE-
MENT
@
TOUCHPOINTSWITHMETLIFE/FUND
MEMBER
PAIN
POINTS
THIRD
PARTIES
I have a new need
MetLife: 5 days
First Super: Same day
NSF/ MTAA: Only if online
Moment of Truth Partner Owns Process
MetLife Owns ProcessVisits to 3rd parties for
required documents
Interrupted process
requiring variable wait time
Pull communication
Push communication
Size of circle indicates
most popular channel to
those most rarely usedmember journey may
end here
Straight through process
Alternate scenario process
BROWSE / SEEK ADVICE
ON PRODUCT OPTIONS
RECEIVE LODGMENT
CONFIRMATION
GATHER
DOCUMENTATION,
COMPLETE AND SUBMIT
CONTACT FUND ON
REQUEST
ACCESS APPLICATION
FORM
MY APPLICATION IS
ACCEPTED
MY APPLICATION IS
REFERRED TO
UNDERWRITING
RECEIVE REQUEST FOR
FURTHER
DOCUMENTATION
RECEIVE CONFIRMATION
OF NEW POLICY DETAILS
PROVIDE REQUESTED
DOCUMENTATION
MY APPLICATION IS
DECLINED
PRODUCT AND OPTION SELECTION APPLICATION ACCEPT / REQUEST FOR FURTHER INFORMATION FINAL CONFIRMATION
2 -6 weeks (if escalated)
If application is declined
First Super Coordinators onsite visit
or First Super/ NSF main office
Application summary sent from E-
Apply (to both fund and member)
If email preference specifiedGeneral enquiries email,
Materials may be emailed
Paper application
form sent by fund
Mail application to unique
Locked Bag or PO Box
Letter sent if member does
not pick up calls
Decision letter from fund,
with explanation from
MetLife
Letter drafted and
sent by fund
Mail documents to unique
Locked Bag or PO Box
First Super only: Application
received and sent to MetLife
General product information,
downloadable pdf
MTAA/ NSF: Online enquiry
form
Download application
form or E-Apply
Save/ submit
Download application summary
Referred to underwriting page
First Super: requires
double sign-on to
access E-Apply
Member loses
quote if
opportunity to
download the
application
summary is
missed
First Super: members
are not provided with
MetLife e-Apply login
details unless
requested
O4.2 PROMOTE E-
APPLY/ SSO
First Super: enable
single sign-on and
earlier access to
online account details
O4.3 SAVE CUSTOMER
QUOTE
Provide option to save
customer quote to
member account if
logged in
O4.4 EXPAND E-APPLY
Support E-Apply as an end-to-end digital
process
Identify customers who drop out of the
application; H2 follow-up
Confirm e-apply can support simultaneous
change in cover and occupation rating
O4.6 TRANSPARENT WORKFLOW
Make workflow visible to the member/ customer e.g.
doctor’s reports requested by UHG
E-view tool should allow fund to directly post messages
on case page to ask questions or request status
O4.7.1 IMPROVE LETTERS OF DECLINE (CONTENT)
Standardise wording of letters of decline – MetLife Letter Review
in-flight
MetLife to advise on alternate products, H2 lower risk etc.
O4.8 TRACK CUSTOMER
SATISFACTION
Track customer feedback on
process
Direct to customer:
MetLife tele-underwriting
call; SMS sent if no pick-up
Call 1300/ 1800, referral option to
Advisor or Planner
Pdf application forms
sent via email
PRECEDING MEMBER JOURNEYS: Browse &
Choose Fund with Insurance, Join a New Fund
FOLLOWING JOURNEYS:
Claim, Leave
If application is referred to underwriting
Materials may be mailed
e.g. PDS, Insurance Guide,
Handbook
Websites, forums, financial
advisor; employer, family and
friends, social media
Financial advisor contacts
fund on member’s behalf
Visit to 3rd parties (e.g.
accountant) to obtain required
information
Visit to 3rd parties (e.g.
accountant) to obtain required
information
Instant online confirmation Instant online acceptance
(if application is
accepted)
UHG may request medical
reports on behalf of MetLife
If email preference specified
Always a letter unless member
specifies
Instant if online; 3 days if paper application
With communication of
acceptance
E-Apply: ‘Your fund will be in
contact’ screen
This is from MetLife’s perspective a
decline or an error in the application e.g.
invalid member number.
E-Apply (to be
reviewed): E-Apply
will apply original
rate, if member
applies for increase
in cover and change
in occupation rating
at the same time.
E-Apply process stops at underwriting and
moves into paper channel
Low volume of
member email
addresses
First Super: Mostly paper
applications
60^ of applications are change of
employment category, which are
automatically accepted
Long wait to hear
on decline of
application
MTAA: 70 – 75% E-Apply
NSF: 50% E-Apply
E-Apply form populated with basic
information once logged in
CONCURRENT JOURNEYS: I Need Service,
Financial Advice, Keep Me Informed, Complaint
O4.5 METLIFE TECHNOLOGY
TROUBLESHOOTING
Provide troubleshooting training for
funds utilising MetLife technology, or
establish warm transfers directly to
MetLife IT
Delays and inefficiencies in troubleshooting
for E-Apply as members call the fund, who
pass on messages to MetLife
O4.7.2 IMPROVE LETTERS OF DECLINE (DELAY)
MetLife to communicate declines directly to customer to avoid
delays
5. My question/ need
has been fulfilled
I have a
question or need
CUSTOMER
PROCESS
STEPS
O5.2 CAPTURE
COMMUNICATION
PREFERENCES
First Super: In-flight project, includes
push for more email
communications where possible
If change to personal Information
First Super: Some members
unaware they have
insurance until seen in
statement ‘…How dare you
put me in without me
knowing’
OPPORTUNI-
TIES FOR
IMPROVE-
MENT
@
TOUCHPOINTSWITHMETLIFE/FUND
CUSTOMER
PAIN
POINTS
THIRD
PARTIES
EXPLAIN REQUEST RECEIVE INFORMATION/ SERVICE
If claim If request to leave fund
NOTIFY CUSTOMER SERVICE OF
QUESTION OF NEED
RECEIVE CONFIRMATION OF SERVICE
FULFILLMENT
RECEIVE INFORMATION RELEVANT
TO QUESTION OR REQUEST
ASK QUESTION OR REQUEST
INFORMATION
PROVIDE INFORMATION/
DOCUMENTS RELATED TO MY
REQUEST
ACCESS CLAIM FORMS
SEE ‘I NEED TO MAKE A CLAIM’
ACCESS APPLICATION FORM
SEE ‘I NEED TO INCREASE/ VARY MY
COVER’
ACCESS ROLLOVER OR
WITHDRAWAL FORM
SEE ‘LEAVE’
2-3 days (usu. resolved on first call) 2-3 days
Receive documents/ forms via mail
First Super: All forms sent by mail unless member
specifies, physical signature sometimes required on
form
First Super: Delays in
fulfillment of insurance
requests
First Super: No follow-up or
notifications provided on
insurance-related requests
O5.4 FIRST SUPER
OPPORTUNITIES
Capture all communication
history with customer
Promote self-service incl.
insurance (70-80% of calls can
be self-served)
O5.7 PDF FILLABLE FORMS
First Super: Ongoing project; NSF:
Previously an offering
O5.3 EMBED CUSTOMER
SERVICE TRIGGERS
NSF: operators are monitored on advice
quality, tone and value-added e.g. did
they follow-up alerts on application form,
online access, default cover etc.
If increase/ vary my cover
PRECEDING CUSTOMER JOURNEYS: N/A CONCURRENT JOURNEYS: Browse and Choose Fund, Join A New Fund, I Need
Financial Advice, Increase/ Vary My Cover, Keep In Touch, Complaint, Claim, Leave
External Financial Advisor, Accountant etc.
Mail to unique Locked Bag or PO Box
MTAA/ NSF: Online enquiry form available
MTAA/ NSF/ First Super: Online member portal to view balance,
change beneficiaries etc.)
General enquiries email address
Call 1300/ 1800 number
First Super Coordinators onsite visit or First Super/ NSF main office
First Super/ NSF: all hard copy
unless email requested
MTAA: eClaims available online
Sent by mail 90% of the time
NSF: 13% of enquiries
Pdf forms may be sent via email
10% of claims made through eClaims
NSF/ First Super: Warm transfer to
claims administrator if complex
First Super Coordinators onsite
visit or First Super/ NSF main office
Download application form or E-Apply
MTAA: 70 – 75% E-Apply
NSF: 50% E-Apply
First Super/ NSF: If at office
location
Form downloadable from website
Confirmations of service while on
the phone
First Super: Only if email preferred
MTAA: If member sends enquiry by email
Confirmation letter
First Super: Excl. insurance requests
MTAA: Only for address or investment option changes
NSF: general ‘account updated’ communication only
MTAA/ NSF/ First Super: Secure portal
provides confirmation of saved changes
Paper form sent by fund
Directed to Pdf forms and information
Direct to secure portal to view balance etc.
Receive forms/ documents/
emailed response
If service performed
e.g. change of address, investment option
Email enquiries growing (from 10% in 2014)
Phone enquiries decreasing (from 90% in 2014)
Operators provide general advice; or warm
transfer to financial advisor (NSF: ~10% enquiries)
NSF: 12%
of enquiries
O5.9 OFFER FINANCIAL ADVICE
Offer support/ advice after claim payout,
Provide support to members leaving on
option to maintain insurance/ MetLife
e.g. compare options between new
cover and existing
O5.6 MEASURE CUSTOMER
SATISFACTION
O5.1: WEBCHAT, SMS AND SOCIAL
MEDIA
Support (white label) web chat, SMS and
social media functionalities to engage with
customers and any complaints in their channel
of choice
O5.5 IMPROVE KNOWLEDGE
BASE FOR FRONTLINE STAFF
Provide leading practices for better
service
Provide knowledge base for frontline
Moment of Truth Partner Owns Process
MetLife Owns ProcessVisits to 3rd parties for
required documents
Interrupted process
requiring variable wait time
Pull communication
Push communication
Size of circle indicates
most popular channel to
those most rarely usedCustomer journey may
end here
Straight through process
Alternate scenario process
O5.8 METLIFE TECHNOLOGY
TROUBLESHOOTING
Provide troubleshooting training for funds
utilising MetLife technology, or establish
warm transfers directly to MetLife IT
Delays and inefficiencies in
troubleshooting for E-Apply as
members call the fund, who
pass on messages to MetLife
6. I have received
relevant
information about
my insurance
I need to be pro-
actively informed
about my insurance
CUSTOMER
PROCESS
STEPS
INFORMED THAT THERE IS A CHANGE IN MY COVER RECEIVE PERSONALISED CONTENT/ MESSAGESRECEIVE A STATEMENTINFORMED THAT MY FUND’S INSURANCE PROVIDER
CHANGES
RECEIVE GENERAL INFORMATION “DID YOU KNOW”
Significant Event Notice (SEN) letter
MTAA: Insurance new offers, products or arrangements
(included in newsletter if timing coincides)
Sponsored community events and industry/ employer conferences
Moment of Truth
Partner Owns Process
MetLife Owns Process Pull communication
Push communication
Size of circle indicates
most popular channel to
those most rarely used
OPPORTUNI-
TIES FOR
IMPROVE-
MENT
@
TOUCHPOINTSWITHMETLIFE/FUND
CUSTOMER
PAIN
POINTS
THIRD
PARTIES
First Super: Fact sheets provided during on-site visits
First Super: Monthly and quarterly; MTAA/ NSF: Biannually
SEN letter First Super: Targeted personalised campaigns (incl. Insurance)
NSF: Targeted campaigns per marketing plan (e.g. consolidated super,
insurance, life events); biannual newsletter
MTAA: paper half-yearly update directing customers to online account
First Super: Six-monthly and annual statement (includes insurance
related information
NSF: Yearly statement
MTAA: Yearly update with Chairman’s report and general statement
First Super: Personalised mailing campaigns (limited
reach, pre-populated forms) – fund related only
O6.2 CLAIMS EDUCATION/ POST CLAIMS
First Super: Run campaigns to raise awareness
and education on the insurance claim process (pilot
for September 2015)
Specific messaging for members post-claim
O6.3 BEHAVIOURAL SEGMENTATION
Tailor comms based on member segments (e.g. behavior
on secure portal and online calculator for income
protection);
Establish follow-up outbound calls
Specific messaging for active and in-active members
O6.1 PUSH NOTIFICATION
Push notification in email or sms when there is an update/
communication
NSF e-communications project in-flight
O6.6 PERSONALISED MESSAGING
More Personalised (trigger or behavior based)
communications
E.g. Reminder to inactive members, ‘you still
have an account’
Compliance type information sometimes difficult to
understand
Members discover insurance premium cost
First Super: members are hit twice with monthly and
quarterly newsletter every quarter. E-Newsletter
content not aligned with needs/questions (click rate 1.1
– 1.6%)
INFORMED ABOUT A CHANGE IN MY COVER RECEIVE INFORMATION ABOUT MY FUND &
INSURANCE
INFORMED ABOUT FUND RELATED
OPPORTUNITIES
RECEIVE A STATEMENT
First Super: Every 6 months; MTAA/ NSF: Yearly Only
First Super: 4 x planned road shows/ conferences, will touch on insurance
NSF: seminars and employer visits by business development
First Super: Segmented e-newsletter
MTAA: monthly newsletters to employers
NSF: members may opt-in for e-
statements
PRECEDING CUSTOMER JOURNEYS: Browse &
Choose Fund with Insurance, Join a New Fund
Low volume of member email addresses; First Super
has only 13%, NSF has 20%, MTAA 25% (but half
bounce back)
Can be supplied electronically, however low volumes of member’s emails
NSF will try email first, back up using post
NSF: Targeted campaigns via outbound
Member online portal
MTAA/ NSF: E-statements are
uploaded onto member portal
First Super: Significant events also communicated in
quarterly e-newsletter
O6.4 MOVE TO DIGITAL
COMMS
How to move more to electronic
communications
NSF e-communications project
in-flight
O6.5 FIND MY LOST SUPER
Support member to identify their
lost funds
If SEN, sent 30 days before change
CONCURRENT/ FOLLOWING JOURNEYS: I Need Financial Advice, I Need to Increase or
Vary My Cover, I Need Service, Claim, Complaint, Leave
7. Average 2-3 weeks wait with lack of transparency on complaint
progress:
Administration delay due to lack of integration between MetLife’s
PICs and admin systems
Communications sometimes delayed when carried across three
parties (direct to fund)
I need to make a complaint My complain was taken seriously,
properly handled and resolved
CUSTOMER
PROCESS
STEPS
O7.1 ACCESSIBILITY AND EASE OF NAVIGATION
Make navigation to complaints forms easy
Make complaint FAQ, instructions and forms available in key languages
Mail to Locked Bag or PO Box address
MTAA: Address letter to The Complaints Resolution Officer
MetLife: Complaint Template Form on website (in-flight)
MTAA Complaints webpage directs to mail address
MTAA/ NSF: Online enquiry form
MetLife: Acknowledgement of complaint
made via webpage (In-flight)
General enquiries email address
OPPORTUNI-
TIES FOR
IMPROVE-
MENT
@
TOUCHPOINTSWITHMETLIFE/FUND
PAIN
POINTS
THIRD
PARTIES
NOTIFY FOLLOW-UP RESOLVE
90 days per legislation; Average 10-15 daysFirst Super: 24h/ MTAA: 48h/ NSF: 5 days
MetLife Preferred channel
First Super/ MTAA: If by phone, recorded
First Super only: if email is specifically
requested
Acknowledgement of complaint
NSF/ First Super: Always via letter
No follow-ups or updates for MTAA/ NSF, resolution letter only
First Super: Always via letter, unless customer prefers other
MetLife/ First Super/ MTAA/ NSF:
A letter will always be sent to formalise the
resolution of the complaint
O7.5 CONSOLIDATED PORTAL ACCESS
Support single and comprehensive customer view, integrated with
Partners’ systems
Support API/ visibility into insurance complaints in Partner’s systems
O7.4 COMPLAINT RESOLUTION TRACKING
Provide complaint resolution tracking through mobile application, or online
O7.6 CUSTOMER SATISFACTION CHANNEL
Implement customer feedback channels e.g. surveys, customer focus
groups targeting complainants in last 12 months
Customer surveys run regularly at MTAA. Dissatisfied customers
contacted within 24 hours to understand experience
Net Promoter Scoring will be trialed at MetLife in December 2015
Lack of clarity and simplicity of language on how to make a complaint
NSF main office
if complaint is complex, customer asked to submit
complaint in writing
Call 1300/ 1800 number
MTAA: mostly by phone, if complaint is complex, customer asked to
submit complaint in writing
First Super only: if email is specifically
requested
Complaint may be driven from an external body e.g. solicitor,
Superannuation Complaints Tribunal, Financial Ombudsman Service etc.
Liaison with the external body, as directed
O7.2: WEBCHAT AND SOCIAL MEDIA
Support (white label) web chat, SMS and social media functionalities to
engage with customers and any complaints in their channel of choice
Complaints made about MetLife on social media and general web are
unmanaged
NOTIFY FUND/ METLIFE ABOUT MY COMPLAINT RECEIVE ACKNOWLEDGEMENT THAT MY COMPLAINT HAS BEEN RECEIVED RECEIVE UPDATE OR FOLLOW-UP ABOUT MY COMPLAINT RECEIVE FORMAL NOTIFICATION OF RESOLUTION
MTAA: 90% of complaints are closed within 10 days,
with a letter of resolution
First Super: All complaints must be sent in writing (email or letter)
First Super: All complaints must be sent in writing (email or letter)
Lack of customer satisfaction measure/ survey of the process,
outcome or next steps
Lack of a clear and consolidated Complaints process
between funds and MetLife
O7.3: STANDARDISED PROCESS ACROSS PARTNERS AND
METLIFE
Incorporate a uniform process for complaints between funds and MetLife:
Align Complaint definition (e.g. negative sentiment vs complaint; Informal
vs formal complaint)
Matched SLAs and clear RACI;
Clarity in branding between MetLife and funds;
insurance complaints directly handled by MetLife
Lack of root cause analysis of complaints (now in-flight at MetLife)
NSF: Few complaints received by phone; Complaint Form provided on request
Liaison with the external body, as directed Liaison with the external body, as directed
PRECEDING CUSTOMER JOURNEYS: N/A CONCURRENT JOURNEYS: Browse and Choose Fund, Join A New Fund, I Need
Financial Advice, Increase/ Vary My Cover, Keep In Touch, Complaint, Claim, Leave
Moment of Truth Partner Owns Process
MetLife Owns ProcessVisits to 3rd parties for
required documents
Interrupted process
requiring variable wait time
Pull communication
Push communication
Size of circle indicates
most popular channel to
those most rarely usedCustomer journey may
end here
Straight through process
Alternate scenario process
8. I receive my
payout/ my claim
was rejected
CUSTOMER
PROCESS
STEPS
OPPORTUNI-
TIES FOR
IMPROVE-
MENT
@
TOUCHPOINTSWITHMETLIFE/FUND
PAIN
POINTS
THIRD
PARTIES
Something happened
to me and I need to
loge a claim
PRECEDING CUSTOMER JOURNEYS: Browse
and Choose Fund with Insurance, Join a
New Fund, Increase/ Vary My Cover
LODGE CLAIM DECISIONWAIT
NOTIFY FUND RECEIVE
CONFIRMATION OF
RECEIPT
RETURN CLAIM
FORMS
ELIGIBILITY
ASSESSMENT
RECEIVE &
COMPLETE CLAIM
FORMS
RECEIVE UPDATE/
REQUEST FOR
INFORMATION
PROVIDE
SUPPORTING
DOCUMENTS
PROVIDE
SUPPORTING
DOCUMENTS
RECEIVE
PROCEDURAL
FAIRNESS LETTER
RECEIVE COMMS
FROM METLIFE
AND REHAB
RECEIVE PAYMENT
(LUMP SUM/
FINAL PAYOUT)
RECEIVE CLAIM
DECISION
(TPD, IP CLAIMANTS ONLY)
O8.1 UPFRONT EDUCATION
On insurance v fund eligibility; how to make a claim,
how insurance works, economics of payouts
Provide how-to checklist
O8.4 CLAIM FORM REVIEW
• Are form requirements unambiguous? e.g. medical statements
• Are all min. requirements essential? (5% cases be can decided without
all requirements)
O8.6 MET-FLOW SHARE
Funds/ third parties may
input applications and
supporting documents
directly into MetLife’s
workflow
O8.7 PROACTIVE FOLLOW-UP
Cut delays by following-up with customer
when required support documents are not
provided (e.g. every two weeks)
O8.8 CLAIMS STATUS TRACKER
Provide customers with status tracker of their claim incl. view of end to end assessment process, missing documents, time log from notification etc.
Claims tracker should allow customers to ask questions, escalate issues and/ or raise complaints
O8.2 DIRECT NUMBER FOR
CLAIMS
Establish direct number and clear
contact for existing applications,
avoiding repetitions and frustrations in
challenging situations
O8.5 PROMOTE ECLAIMS
Roll out to all funds; include electronic upload of documents; eligibility assessment, ability members to initiate e-Claims online
O8.12 MEASURE
CUSTOMER SATISFACTION
Ask customer to provide
feedback on their claims
experience
O8.3 PARTNERSHIP ALIGNMENT
Align with funds on eligibility, standardisation of process and SLAs,
proactive alerts on claims (esp. TPD), and claim requirements
CONFIRM
PAYMENT
SCHEDULE/DETAIL
CLAIM STAKING
FURTHER ASSESSMENTS
(INCOME PROTECTION/ DEATH CLAIM STAKING ONLY)
FINAL PAYOUT
If decision is
likely a decline
RECEIVE PAYMENT
(MONTHLY
PAYOUT)
If income protection
If death and contentious
beneficiaries
If more information
is required
If eligible, continue
OR receive ineligibility letter
Calling through to Service
Centre repeatedly on
existing claims may be
traumatic
Pessimistic about claims
due to others’ stories;
claims process is daunting
Fund and
MetLife are
not aligned on
eligibility
criteria
Funds and M/L
sometimes have
duplicate
requirements for
claims and release
of super
Relationship with
MetLife may come
as a surprise.
Customers may feel
they are getting
passed along
Customers must wait 2-3 weeks to hear back on my application:
• Delays caused by fund to MetLife admin and communication processes
e.g. Some funds insist on email comms with MetLife to keep paper trail, culture of distrust
between funds and MetLife
Customers may not be able to speak directly to MetLife and the
fund may not have all about the customer’s claim (Direct to fund)
Customer may have to provide additional documents to progress
claim. Could this have been asked for earlier?
A decision has been
made but MetLife
cannot tell customer
(Direct to fund)
Customer is handed
over again to access
payout; Admit to
payment takes more
time
Relationship ceases
after final payout
Customer expected
larger payout or was
not prepared for the
final income protection
payment
Recurring monthly1 – 13 months24h 2-3 Weeks
Visit to 3rd parties to
obtain further documents
First Super Coordinators onsite
visit or First Super/ NSF main office
Receive payout in
nominated bank
Call 1300/ 1800
NSF/ First Super: Warm transfer
to Claims Administrator if complex
First Super: call if minor part
of application is missing
Receive call
General enquiries
email address
First Super/ NSF: all hard copy
unless email requested
if customer cannot be
reached via phone
Mail claim form to unique
Locked Bag or PO Box
Send documents to
MetLife PO Box
MTAA/ NSF: Online enquiry form
available
50% of claims are made
through an agent
Agent manages
customers’ claim
Customer or beneficiary
receives lump sum/ final payout/
commutation amount
Receive fund Exit
Statement
Confirmation application
has been sent to insurer
Visit to 3rd parties (doctors,
Medicare, ATO etc.) to obtain
required documents
Claim made
through agent
10% of claims made through eClaims
Claim returned via
agent
Admit letters sent directly by
MetLife for income
protection only
MTAA: eClaims available online
Agent manages communications
on customers’ behalf
Visits to/ from rehabilitation
specialists
Periodic follow-
ups from MetLife
case manager
Sent by mail 90% of the time
Receive claim forms/
follow-up letters
Mail documents to
Locked Bag or PO Box
address
Receive letter
Additional
beneficiaries
receive claim form/
letter
Receive ‘28 day’
letter if contentious
claim
Moment of Truth Partner Owns Process
MetLife Owns ProcessVisits to 3rd parties for
required documents
Interrupted process
requiring variable wait time
Pull communication
Push communication
Size of circle indicates
most popular channel to
those most rarely usedCustomer journey may
end here
Straight through process
Alternate scenario process
Call from MetLife Case
Manager directly for MTAA
and Income Protection
Receive follow-up on
outstanding documents
FOLLOWING JOURNEYS: I Need to
Increase/ Vary My Cover, Keep Me
Informed, Leave
Receive payment
letter
CONCURRENT JOURNEYS: I Need
Service, Financial Advice, Keep Me
Informed, Complaint
Not for MTAA
Letter from MetLife Case
Manager directly for MTAA
and Income Protection
Receive payment advice
O8.11 OFFER
FINANCIAL
ADVICE
Offer support/
advice after claim
payout
O8.9 HEALTH AND WELLBEING PROPOSITION
Provide support to help the customer get back to work
9. CUSTOMER
PROCESS
STEPS
O9.1 STAY IN TOUCH WITH CUSTOMERS
Proactive contact triggered by specific
behaviors:
(E.G. If There Are No Contributions Within 6
Months & Member Calls For The Spin)
Moment of Truth Partner Owns Process
MetLife Owns ProcessVisits to 3rd parties for
required documents
Interrupted process
requiring variable wait time
Pull communication
Push communication
Size of circle indicates
most popular channel to
those most rarely usedCustomer journey may
end here
Straight through process
Alternate scenario process
OPPORTUNI-
TIES FOR
IMPROVE-
MENT
@
TOUCHPOINTSWITHMETLIFE/FUND
CUSTOMER
PAIN
POINTS
THIRD
PARTIES
O9.2 ONLINE ROLLOVER/
WITHDRAWAL REQUEST
Make transfer out application available
online
Prepopulated form and certified
identification for withdrawal
O9.4 OFFER FINANCIAL ADVICE
Offer support/ advice after claim payout,
Provide financial advice/ option to
maintain insurance/ MetLife e.g. compare
options between new cover and existing
Help obtain same cover in new fund
PRECEDING CUSTOMER JOURNEYS: Browse and Choose Fund, Join
A New Fund, Financial Advice, Increase/ Vary My Cover, Claim
CONCURRENT JOURNEYS: I Need Service, Keep Me
Informed Complaint
I was supported
in the leaving
process
MAKE ENQUIRY ON INTENT TO LEAVE FUND RECEIVE FINAL STATEMENT WITH
CONFIRMATION OF ACCOUNT CLOSURE
ACCESS AND COMPLETE FORM
(WITHDRAWAL/ ROLLOVER FORM)
RECEIVE FOLLOW UP (FORM EXCEPTIONS,
ADDITIONAL ID)
Mail enquiry to Locked Bag/ PO Box address
MTAA/ NSF: Online enquiry form
General enquiries email address
First Super Coordinators onsite or at First
Super/ NSF main office
Call 1300/ 1800 number
First Super: Calls are often requests for SPIN
30 days per regulation, usually 3
days
Very little engagement in the customer
journey
My employer
changed (70%)
/other
MEMBER INITIATED LEAVE REQUEST FINAL STATEMENT
My claim was
accepted
RECEIVE LOW BALANCE WARNING
Final statement confirming final payout mailed after
fully validated rollover form
SEMI-ACTIVE/ LOST MEMBERS
Automated low-balance letter
NSF: If default cover, letter issued 1) when balance is close to
$200; 2) when balance is <$200, insurance is cancelled
NSF does not close the account
Enquiries made through agent or new
fund
First Super: calls that are requests for SPIN
are not flagged (in-flight initiative)
First Super Coordinators or First Super/ NSF
main offices
Forms downloadable from website
Forms can be emailed
Complete physical form Follow up if member details do not match and additional
information/ identification is required e.g. ATO match
MTAA sends follow up letter with rollover/ withdrawal form re-attached.
Member has 28 days to respond
Follow up if member details do not match and
additional information/ identification is required
e.g. ATO match
NSF: If member is rolling over balance >$50,000, business
development will follow up with customer survey call MTAA: letter issued 1) when balance is <$100; 2)
zero balance for 6 months; 3) Exit letter issued at
zero balance for 12 months
RECEIVE EXIT LETTER WITH CONFIRMATION
OF ACCOUNT CLOSURE
Final statement confirming final payout mailed after
fully validated rollover form
EXIT LETTER
Lost member balances may be handed over
to the ATO e.g. temporary residents
O9.3 SPIN AND ABN AVAILABLE ONLINE
Make SPIN available online
O9.5 CUSTOMER FEEDBACK
Create avenue to capture customer feedback
upon leaving the fund