The document summarizes challenges facing the US utilities industry, including lower energy consumption and revenues due to economic factors, changing customer usage patterns, pricing constraints, deregulation, and environmental regulations. It also discusses the need for utilities companies to manage costs and focus on customer experience. Outsourcing non-core functions through business process outsourcing is presented as a strategic option to help utilities companies reduce costs, focus on core competencies, and improve performance.
Auto recall challenges in the new digital world by teleperformanceTeleperformance
This document summarizes challenges facing the auto industry regarding vehicle recalls in the digital age. It notes that recalls are increasing in frequency and scale, with over 60 million vehicles recalled in the US in 2014 alone. While recalls are intended to get unsafe vehicles off the road, about 25% of recalled vehicles are never repaired. The document discusses how consumer notification and engagement preferences are shifting to digital channels like mobile apps and social media, forcing automakers to modernize their recall processes. It maintains that effective customer communication throughout the recall process can help mitigate potential negative impacts on brand image from recalls. The document proposes solutions from Teleperformance to help automakers improve recall management using social media monitoring, multi-channel engagement, and back-office case management
Quality of Experience in a Digital World: A CSP Action Plan for Millennials a...Cognizant
Customers of communications service providers want easier to use digital channels, proactive and personalized offerings, and the ability to bring connected technologies to life, our latest research reveals.
This document provides an overview of Capgemini Consulting's Supplier Relationship Management (SRM) Research for 2016-2017. It contains four main sections:
1. Business Insights - Discusses key trends impacting supply chains and the role of procurement, including the digital world, differentiated customer experiences, resource scarcity, and geopolitical threats. It emphasizes the need for procurement to shift from cost to value management and develop supplier relationships.
2. Functionality Analysis - Presents the results of Capgemini's SRM functionality survey that assesses software vendors' coverage of procurement processes. It expands the assessment to include supplier data management and product lifecycle management.
3. Vendor Profiles
The growth of e-commerce has elevated order fulfillment to a critical business function. Companies are challenged to deliver the perfect order every time while providing a consistent brand experience from channel to channel — in store, via catalog or online. To accommodate this growing complexity, fulfillment now requires sophisticated processes, state-of-the-art resources, and an in-depth understanding of the multi-channel environment. The E-Fulfillment Trends Report looks closely at the fulfillment practice today. Based on an online survey of industry professionals, this in-depth study addresses key questions: Who is using e-fulfillment and why? How are they managing their operations? What trends are emerging nationwide?
The document discusses findings from Accenture's survey of US personal lines insurance consumers. Key findings include:
1) While online channels are important for information gathering, agents remain the most popular choice for obtaining quotes and purchasing policies, showing consumers prefer a multi-channel approach.
2) Price is the most important factor but not the only one - consumers also value advice, quality, and variety of policies. Over a third are willing to pay for personalized advice.
3) Younger consumers place higher value on advice, though age alone does not determine channel preferences.
4) The survey identified five main customer segments that require tailored marketing, sales, and service strategies to meet their distinct needs and preferences.
5
The document discusses how digitizing customer care through digital channels like online forums, chat, and social media can provide higher customer satisfaction at lower costs for telecom companies. Some key points:
- A leading mobile operator reduced call center volume by 20% and improved customer satisfaction scores by shifting to digital customer care channels over 8 months.
- Surveys show customers prefer digital channels over traditional ones like phone and email for support and information. A purely digital support journey results in 19% higher customer satisfaction than traditional-only channels.
- Digital channels have much lower costs than traditional phone support. They allow agents to handle multiple queries simultaneously. Savings of over 5 million euros were captured by one mobile operator through digital channels.
Serialization: Driving Business Value Beyond ComplianceCognizant
Serialization and track-and-trace capabilities are not just useful for meeting regulatory compliance mandates; pharmaceutical companies can also explore their use to improve supply chain planning and operations, elevate patient engagement, and increase sales and marketing effectiveness.
Dell operates a direct distribution model where it sells directly to customers and eliminates wholesalers and retailers. It handles 10,000 customer communications per day across B2B and B2C globally. A distribution channel transfers products from suppliers to consumers and can include producers, intermediaries, and buyers. Common online channel models include content sponsorship, brokerage, infomediary, agent representation of sellers/buyers, and online retailing. Distribution channels are evaluated based on metrics like revenue, customer satisfaction, and order processing times.
Auto recall challenges in the new digital world by teleperformanceTeleperformance
This document summarizes challenges facing the auto industry regarding vehicle recalls in the digital age. It notes that recalls are increasing in frequency and scale, with over 60 million vehicles recalled in the US in 2014 alone. While recalls are intended to get unsafe vehicles off the road, about 25% of recalled vehicles are never repaired. The document discusses how consumer notification and engagement preferences are shifting to digital channels like mobile apps and social media, forcing automakers to modernize their recall processes. It maintains that effective customer communication throughout the recall process can help mitigate potential negative impacts on brand image from recalls. The document proposes solutions from Teleperformance to help automakers improve recall management using social media monitoring, multi-channel engagement, and back-office case management
Quality of Experience in a Digital World: A CSP Action Plan for Millennials a...Cognizant
Customers of communications service providers want easier to use digital channels, proactive and personalized offerings, and the ability to bring connected technologies to life, our latest research reveals.
This document provides an overview of Capgemini Consulting's Supplier Relationship Management (SRM) Research for 2016-2017. It contains four main sections:
1. Business Insights - Discusses key trends impacting supply chains and the role of procurement, including the digital world, differentiated customer experiences, resource scarcity, and geopolitical threats. It emphasizes the need for procurement to shift from cost to value management and develop supplier relationships.
2. Functionality Analysis - Presents the results of Capgemini's SRM functionality survey that assesses software vendors' coverage of procurement processes. It expands the assessment to include supplier data management and product lifecycle management.
3. Vendor Profiles
The growth of e-commerce has elevated order fulfillment to a critical business function. Companies are challenged to deliver the perfect order every time while providing a consistent brand experience from channel to channel — in store, via catalog or online. To accommodate this growing complexity, fulfillment now requires sophisticated processes, state-of-the-art resources, and an in-depth understanding of the multi-channel environment. The E-Fulfillment Trends Report looks closely at the fulfillment practice today. Based on an online survey of industry professionals, this in-depth study addresses key questions: Who is using e-fulfillment and why? How are they managing their operations? What trends are emerging nationwide?
The document discusses findings from Accenture's survey of US personal lines insurance consumers. Key findings include:
1) While online channels are important for information gathering, agents remain the most popular choice for obtaining quotes and purchasing policies, showing consumers prefer a multi-channel approach.
2) Price is the most important factor but not the only one - consumers also value advice, quality, and variety of policies. Over a third are willing to pay for personalized advice.
3) Younger consumers place higher value on advice, though age alone does not determine channel preferences.
4) The survey identified five main customer segments that require tailored marketing, sales, and service strategies to meet their distinct needs and preferences.
5
The document discusses how digitizing customer care through digital channels like online forums, chat, and social media can provide higher customer satisfaction at lower costs for telecom companies. Some key points:
- A leading mobile operator reduced call center volume by 20% and improved customer satisfaction scores by shifting to digital customer care channels over 8 months.
- Surveys show customers prefer digital channels over traditional ones like phone and email for support and information. A purely digital support journey results in 19% higher customer satisfaction than traditional-only channels.
- Digital channels have much lower costs than traditional phone support. They allow agents to handle multiple queries simultaneously. Savings of over 5 million euros were captured by one mobile operator through digital channels.
Serialization: Driving Business Value Beyond ComplianceCognizant
Serialization and track-and-trace capabilities are not just useful for meeting regulatory compliance mandates; pharmaceutical companies can also explore their use to improve supply chain planning and operations, elevate patient engagement, and increase sales and marketing effectiveness.
Dell operates a direct distribution model where it sells directly to customers and eliminates wholesalers and retailers. It handles 10,000 customer communications per day across B2B and B2C globally. A distribution channel transfers products from suppliers to consumers and can include producers, intermediaries, and buyers. Common online channel models include content sponsorship, brokerage, infomediary, agent representation of sellers/buyers, and online retailing. Distribution channels are evaluated based on metrics like revenue, customer satisfaction, and order processing times.
Global wireless network operator and mobile satisfaction / customer loyalty s...Stephen King
This is the complete 26 page research paper from a global Network Operator Customer Loyalty study. The survey was fielded in Spring 2010, asking a sample of 5,000 people from 111 countries about their user experience with respect to their current network operator, mobile phones and mobile applications. Mob4Hire as well as Business Over Broadway (ne: TCELab) co-sponsored the survey results.
Table of Contents
==============
Methodology 2
Panel Description 2
Key Metrics Used in the Study 2
Executive Summary 3
Top Wireless Insights 3
Top Mobile Insights 3
Table of Contents 4
Figures 5
Operator Performance & Loyalty Grids 6
Network Operator Performance Grid 7
Network Operator Customer Loyalty Grid 8
Network Operator RAPID Loyalty Measurement Rankings 9
Network Operator Loyalty Insights 10
Network Operator Business Attributes 13
Drivers of Customer Loyalty 15
Operator Mobile App Performance Grid 16
Mobile App User Experience Insights 17
Impact of Mobile Applications on Ecosystem 20
Mobile Handsets 21
Smartphone vs. Feature Phones 22
RAPID Loyalty Measurement Primer 23
Customer Loyalty 23
Customer Lifetime Value 24
References 25
Who we are 26
The document analyzes the life cycle of vehicles in the automotive industry. It discusses the introduction, growth, maturity, and decline stages of a vehicle's product life cycle. It then provides an example analysis of Jabil Automotive, noting that automotive industry lifecycles have shortened to under 2 years. It discusses challenges in shortening cycles, like supply chain issues, and how working with partners can help overcome these challenges to further compress development times.
Confirmit provides customer feedback solutions to help businesses listen to customers and drive organizational change. The document discusses Confirmit's technology platform that allows businesses to collect multi-channel customer feedback and generate reports and dashboards. It also describes Confirmit Voices, Confirmit's customer engagement model that helps businesses design Voice of the Customer programs to listen, analyze feedback, and take actions that deliver business impact. Case studies are provided showing how some companies have increased customer satisfaction, revenue retention, and willingness to recommend through Confirmit's solutions.
Reliability, quality and a competitive price are table stakes in
the business of maintaining and repairing industrial facilities
and equipment, commonly known as Maintenance, Repair
and Operations (MRO). Given the nature of MRO, urgency can
often catapult to the top of the list of requirements. Sellers
who cannot consistently come through will almost certainly
be dropped from future consideration.
The document discusses research conducted by UPS and IDC on operational transformation in the manufacturing industry. The research found that while most companies use Lean/Six Sigma approaches, the increasing demands of customers have tested the limits of these methods. To achieve higher levels of operational excellence, companies must leverage new technologies like IoT and analytics (smart operations) to gain greater insights from data in real-time. The research showed that companies aggressively pursuing smart operations investments were better positioned for success and had made more progress in areas like connected products/assets and supply chain decision-making. Those lagging risk falling further behind industry leaders in competitiveness.
Retaining Customers in a World of ChoiceEchoMarketing
This consumer research report from Echo Managed Services examines customer switching behaviours and attitudes across multiple sectors. It also looks at which sectors are getting the customer experience during the switching process right and wrong.
The document summarizes the findings of a study on the digital video advertising market. It finds that while digital video advertising is expected to grow significantly, challenges around premium inventory, targeting, and measurement are holding the market back from its full potential. Both advertisers and media companies want more transparency and accountability to build confidence in the digital video advertising market. Outstream video ads, or ads within editorial content, are seen as one solution that can help address issues around viewability and deliver strong returns.
Both advertisers and publishers are bullish on digital video advertising’s future, according to the results of a study commissioned by video advertising firm Teads and conducted by Forrester Consulting.
Forrester surveyed 529 decision-makers representing advertisers, agencies and media companies in Argentina, France, Germany, Italy, Mexico, Spain, the UK and the US. It found that at least 70 per cent of agencies and advertisers expect video budgets to increase in the next two years, while on the sell-side, 73 per cent of media companies plan to offer more volume of video inventory to meet demand.
Advertising challenges
But the study also identified challenges that are holding advertisers and media companies back from fully pursuing digital video advertising solutions. Foremost among these are the definition, availability, and lack of premium video inventory; and the ability to assure digital video advertising performance.
50 per cent of agencies, and 46 per cent of advertisers surveyed, cited a lack of verification that the ads were delivered to the intended audience as the main factor they thought would inhibit adoption of, or spend in, digital video. Issues around measurement standards were identified as the second and third most important inhibiting factors, with “lack of premium video inventory” in fourth place, cited by 40 per cent of agencies and 27 per cent of advertisers.
When media owners were asked about the challenges they had experienced selling video ad inventory, the main one was lower than expected ROI (cited by 44 per cent of respondents); followed by “video is too small a part of our overall revenues to dedicate sales or traffic manager resources to it” (40 per cent); and a lack of video inventory (37 per cent).
Reassuringly for Teads, when asked what types of video advertising would be more or much more important that today, outstream advertising, which Teads specializes in, came out on top. Outstream advertising appears outside of the normal video ad stream, typically within editorial content. It was cited in the study as likely to be more or much more important in the future by 77 per cent of agencies, 70 per cent of advertisers, and 69 per cent of publishers.
“I believe that the latest study from Forrester Consulting reinforces what we’ve known for some time – that outstream advertising presents a huge opportunity for media companies, advertisers and agencies looking to achieve success in digital video,” said Teads CEO, Bertrand Quesada. “As the inventors of outstream video advertising, Teads is well-positioned to solve the industry’s premium problem by delivering innovative formats that drive greater results from digital video advertising.”
The document discusses the results of a survey about traceability challenges in supply chains. It finds that while many executives express confidence in being able to trace problems up and down the supply chain, nearly half of respondents said it would take days or weeks to execute a recall. Automation of trace processes is limited, and concerns around risks, costs, and regulatory compliance remain high. However, opportunities exist to improve traceability through technology upgrades and gain consumer loyalty by responsibly handling recalls.
This document discusses how most companies say improving the customer experience is a top priority, but many are not actually improving customer satisfaction. Surveys have found that while senior executives recognize the importance of customer feedback, the majority of firms deliver subpar customer experiences and customer satisfaction has remained stagnant or declined. The challenges companies face in effectively using customer feedback include integrating different sources of feedback, linking feedback to operational and financial metrics, and getting internal teams to take action. The document proposes strategies for companies to better leverage customer feedback, such as adopting consistent customer experience categories across all feedback sources and routinely linking feedback to other business measures.
An Eye On Google: Re-engaging with digital marketing in response to recent FD...Sara (Weiner) Collis
Whitepaper on the May 2009 FDA guidelines for Pharmaceutical Paid Search. Includes overview, definitions, guideline interpretations, implications for marketers, and how the industry will need to reply in order to remain compliant.
This document discusses the three pillars of an effective marketing campaign:
1. Strategic planning, which involves data analysis, segmentation, and goal-setting.
2. Campaign execution across multiple digital and offline channels to engage target audiences.
3. Monitoring and reporting on campaign performance to increase ROI and optimize future campaigns.
Preparing Life Insurers for the Future of DistributionCognizant
As the insurance industry faces forces such as customer empowerment, niche channels, regulatory pressures and more, there is a new paradigm emerging, for distribution. We focus in depth on benchmarks and roadmaps for investing in customer acquisition, marketing and demand generation and multichannel collaboration whether a company is "foundational," "formative" or "future-ready."
Driving Success in Automotive - JDA Software and AccentureJDA Software
While most automotive OEMs and their supplier tiers are
struggling to reconcile their old ways of doing business with the
“new normal” economy, there is good news for those companies
willing to innovate and adapt their production models.
Marketing Analytics: A Smarter Way for Auto and Home Insurers to Gain Competi...Cognizant
For personal lines carriers, defensive marketing strategies are no longer enough to win and retain customers. Given the industry's questionable returns from past marketing efforts, insurance companies will have to invest wisely and work smarter to take advantage of today's advanced marketing analytics capabilities.
Marketer Perceptions of Mobile Advertising - 2013 IAB/OVUMservicesmobiles.fr
Les résultats présentés dans cette étude donnent un aperçu unique de la publicité mobile à partir d'un point de vue de l'acheteur, et les résultats sont à nouveau positives et stimulantes.
Over 80% of US physicians will have smartphones by 2012, making technology and mobile devices increasingly integrated into medical workflows. As healthcare moves to mobile devices, research is needed to address privacy and security concerns, including how to isolate sensitive health data, control privacy of app usage, remotely wipe personal data from lost devices, and ensure data security when physicians use smartphones for treatment. Clear policies are also needed to determine ownership of health data collected from medical devices to inform technology development and assessments of different ownership models.
Utility megatrends and contact center transformationsGridgal
The traditional utility business model is undergoing profound transformations. How will these changes impact Utility Contact Centers? Learn about the impacts and how to leverage them to your utility's advantage.
1) The document discusses a research report on consumer behavior and movement in the stock market in Delhi/NCR region of India. It analyzes factors influencing consumers' investment decisions and difficulties faced while trading.
2) The study found that most consumers invest in the stock market for over 5 years through major exchanges like BSE and NSE. The majority trade daily and prefer dealing with brokers directly.
3) Suggestions include improving awareness, encouraging young investors, and enhancing customer service through limited client loads for relationship managers. The research was limited by its scope and size.
This document provides an overview of PepsiCo's history and operations. It discusses how PepsiCo was formed through the merger of Pepsi-Cola and Frito-Lay in 1965. It also outlines PepsiCo's major brands and business divisions, including Frito-Lay North America, Quaker Foods North America, and PepsiCo International. The document gives a brief timeline of important events in PepsiCo's history, such as its expansion through acquisitions of Tropicana in 1998 and Quaker Oats in 2001.
Electric utility primer john chowdhury 2012 finalJohn Chowdhury
A comprehensive analysis of US electric utility industry. Understand US Electric Industry
Regulatory Landscape
Key Utility Processes
How Smart Grid can Benefit the Industry
Example Components
Global wireless network operator and mobile satisfaction / customer loyalty s...Stephen King
This is the complete 26 page research paper from a global Network Operator Customer Loyalty study. The survey was fielded in Spring 2010, asking a sample of 5,000 people from 111 countries about their user experience with respect to their current network operator, mobile phones and mobile applications. Mob4Hire as well as Business Over Broadway (ne: TCELab) co-sponsored the survey results.
Table of Contents
==============
Methodology 2
Panel Description 2
Key Metrics Used in the Study 2
Executive Summary 3
Top Wireless Insights 3
Top Mobile Insights 3
Table of Contents 4
Figures 5
Operator Performance & Loyalty Grids 6
Network Operator Performance Grid 7
Network Operator Customer Loyalty Grid 8
Network Operator RAPID Loyalty Measurement Rankings 9
Network Operator Loyalty Insights 10
Network Operator Business Attributes 13
Drivers of Customer Loyalty 15
Operator Mobile App Performance Grid 16
Mobile App User Experience Insights 17
Impact of Mobile Applications on Ecosystem 20
Mobile Handsets 21
Smartphone vs. Feature Phones 22
RAPID Loyalty Measurement Primer 23
Customer Loyalty 23
Customer Lifetime Value 24
References 25
Who we are 26
The document analyzes the life cycle of vehicles in the automotive industry. It discusses the introduction, growth, maturity, and decline stages of a vehicle's product life cycle. It then provides an example analysis of Jabil Automotive, noting that automotive industry lifecycles have shortened to under 2 years. It discusses challenges in shortening cycles, like supply chain issues, and how working with partners can help overcome these challenges to further compress development times.
Confirmit provides customer feedback solutions to help businesses listen to customers and drive organizational change. The document discusses Confirmit's technology platform that allows businesses to collect multi-channel customer feedback and generate reports and dashboards. It also describes Confirmit Voices, Confirmit's customer engagement model that helps businesses design Voice of the Customer programs to listen, analyze feedback, and take actions that deliver business impact. Case studies are provided showing how some companies have increased customer satisfaction, revenue retention, and willingness to recommend through Confirmit's solutions.
Reliability, quality and a competitive price are table stakes in
the business of maintaining and repairing industrial facilities
and equipment, commonly known as Maintenance, Repair
and Operations (MRO). Given the nature of MRO, urgency can
often catapult to the top of the list of requirements. Sellers
who cannot consistently come through will almost certainly
be dropped from future consideration.
The document discusses research conducted by UPS and IDC on operational transformation in the manufacturing industry. The research found that while most companies use Lean/Six Sigma approaches, the increasing demands of customers have tested the limits of these methods. To achieve higher levels of operational excellence, companies must leverage new technologies like IoT and analytics (smart operations) to gain greater insights from data in real-time. The research showed that companies aggressively pursuing smart operations investments were better positioned for success and had made more progress in areas like connected products/assets and supply chain decision-making. Those lagging risk falling further behind industry leaders in competitiveness.
Retaining Customers in a World of ChoiceEchoMarketing
This consumer research report from Echo Managed Services examines customer switching behaviours and attitudes across multiple sectors. It also looks at which sectors are getting the customer experience during the switching process right and wrong.
The document summarizes the findings of a study on the digital video advertising market. It finds that while digital video advertising is expected to grow significantly, challenges around premium inventory, targeting, and measurement are holding the market back from its full potential. Both advertisers and media companies want more transparency and accountability to build confidence in the digital video advertising market. Outstream video ads, or ads within editorial content, are seen as one solution that can help address issues around viewability and deliver strong returns.
Both advertisers and publishers are bullish on digital video advertising’s future, according to the results of a study commissioned by video advertising firm Teads and conducted by Forrester Consulting.
Forrester surveyed 529 decision-makers representing advertisers, agencies and media companies in Argentina, France, Germany, Italy, Mexico, Spain, the UK and the US. It found that at least 70 per cent of agencies and advertisers expect video budgets to increase in the next two years, while on the sell-side, 73 per cent of media companies plan to offer more volume of video inventory to meet demand.
Advertising challenges
But the study also identified challenges that are holding advertisers and media companies back from fully pursuing digital video advertising solutions. Foremost among these are the definition, availability, and lack of premium video inventory; and the ability to assure digital video advertising performance.
50 per cent of agencies, and 46 per cent of advertisers surveyed, cited a lack of verification that the ads were delivered to the intended audience as the main factor they thought would inhibit adoption of, or spend in, digital video. Issues around measurement standards were identified as the second and third most important inhibiting factors, with “lack of premium video inventory” in fourth place, cited by 40 per cent of agencies and 27 per cent of advertisers.
When media owners were asked about the challenges they had experienced selling video ad inventory, the main one was lower than expected ROI (cited by 44 per cent of respondents); followed by “video is too small a part of our overall revenues to dedicate sales or traffic manager resources to it” (40 per cent); and a lack of video inventory (37 per cent).
Reassuringly for Teads, when asked what types of video advertising would be more or much more important that today, outstream advertising, which Teads specializes in, came out on top. Outstream advertising appears outside of the normal video ad stream, typically within editorial content. It was cited in the study as likely to be more or much more important in the future by 77 per cent of agencies, 70 per cent of advertisers, and 69 per cent of publishers.
“I believe that the latest study from Forrester Consulting reinforces what we’ve known for some time – that outstream advertising presents a huge opportunity for media companies, advertisers and agencies looking to achieve success in digital video,” said Teads CEO, Bertrand Quesada. “As the inventors of outstream video advertising, Teads is well-positioned to solve the industry’s premium problem by delivering innovative formats that drive greater results from digital video advertising.”
The document discusses the results of a survey about traceability challenges in supply chains. It finds that while many executives express confidence in being able to trace problems up and down the supply chain, nearly half of respondents said it would take days or weeks to execute a recall. Automation of trace processes is limited, and concerns around risks, costs, and regulatory compliance remain high. However, opportunities exist to improve traceability through technology upgrades and gain consumer loyalty by responsibly handling recalls.
This document discusses how most companies say improving the customer experience is a top priority, but many are not actually improving customer satisfaction. Surveys have found that while senior executives recognize the importance of customer feedback, the majority of firms deliver subpar customer experiences and customer satisfaction has remained stagnant or declined. The challenges companies face in effectively using customer feedback include integrating different sources of feedback, linking feedback to operational and financial metrics, and getting internal teams to take action. The document proposes strategies for companies to better leverage customer feedback, such as adopting consistent customer experience categories across all feedback sources and routinely linking feedback to other business measures.
An Eye On Google: Re-engaging with digital marketing in response to recent FD...Sara (Weiner) Collis
Whitepaper on the May 2009 FDA guidelines for Pharmaceutical Paid Search. Includes overview, definitions, guideline interpretations, implications for marketers, and how the industry will need to reply in order to remain compliant.
This document discusses the three pillars of an effective marketing campaign:
1. Strategic planning, which involves data analysis, segmentation, and goal-setting.
2. Campaign execution across multiple digital and offline channels to engage target audiences.
3. Monitoring and reporting on campaign performance to increase ROI and optimize future campaigns.
Preparing Life Insurers for the Future of DistributionCognizant
As the insurance industry faces forces such as customer empowerment, niche channels, regulatory pressures and more, there is a new paradigm emerging, for distribution. We focus in depth on benchmarks and roadmaps for investing in customer acquisition, marketing and demand generation and multichannel collaboration whether a company is "foundational," "formative" or "future-ready."
Driving Success in Automotive - JDA Software and AccentureJDA Software
While most automotive OEMs and their supplier tiers are
struggling to reconcile their old ways of doing business with the
“new normal” economy, there is good news for those companies
willing to innovate and adapt their production models.
Marketing Analytics: A Smarter Way for Auto and Home Insurers to Gain Competi...Cognizant
For personal lines carriers, defensive marketing strategies are no longer enough to win and retain customers. Given the industry's questionable returns from past marketing efforts, insurance companies will have to invest wisely and work smarter to take advantage of today's advanced marketing analytics capabilities.
Marketer Perceptions of Mobile Advertising - 2013 IAB/OVUMservicesmobiles.fr
Les résultats présentés dans cette étude donnent un aperçu unique de la publicité mobile à partir d'un point de vue de l'acheteur, et les résultats sont à nouveau positives et stimulantes.
Over 80% of US physicians will have smartphones by 2012, making technology and mobile devices increasingly integrated into medical workflows. As healthcare moves to mobile devices, research is needed to address privacy and security concerns, including how to isolate sensitive health data, control privacy of app usage, remotely wipe personal data from lost devices, and ensure data security when physicians use smartphones for treatment. Clear policies are also needed to determine ownership of health data collected from medical devices to inform technology development and assessments of different ownership models.
Utility megatrends and contact center transformationsGridgal
The traditional utility business model is undergoing profound transformations. How will these changes impact Utility Contact Centers? Learn about the impacts and how to leverage them to your utility's advantage.
1) The document discusses a research report on consumer behavior and movement in the stock market in Delhi/NCR region of India. It analyzes factors influencing consumers' investment decisions and difficulties faced while trading.
2) The study found that most consumers invest in the stock market for over 5 years through major exchanges like BSE and NSE. The majority trade daily and prefer dealing with brokers directly.
3) Suggestions include improving awareness, encouraging young investors, and enhancing customer service through limited client loads for relationship managers. The research was limited by its scope and size.
This document provides an overview of PepsiCo's history and operations. It discusses how PepsiCo was formed through the merger of Pepsi-Cola and Frito-Lay in 1965. It also outlines PepsiCo's major brands and business divisions, including Frito-Lay North America, Quaker Foods North America, and PepsiCo International. The document gives a brief timeline of important events in PepsiCo's history, such as its expansion through acquisitions of Tropicana in 1998 and Quaker Oats in 2001.
Electric utility primer john chowdhury 2012 finalJohn Chowdhury
A comprehensive analysis of US electric utility industry. Understand US Electric Industry
Regulatory Landscape
Key Utility Processes
How Smart Grid can Benefit the Industry
Example Components
Website Design Principles for EcommerceARSD College
The document discusses website design and strategies for e-commerce websites. It defines what a website is and explores advantages of e-commerce sites like lower costs and a global market reach. The document also covers website goals, design principles, and the use of "pull" and "push" strategies to attract visitors and promote the site.
Teleperformance case study superior sales achievement for a global hospitalit...Teleperformance
Superior Sales Achievement for a Global Hospitality Company by increasing sales while at the same time increasing customer satisfaction, reducing errors, and upselling customers to increase revenue.
Check out this white paper from eInfochips which showcases how energy and utility providers can unlock potential service opportunities using our predictive analytics solution across all stages of the business cycle. Major utility players are set to roll out millions of smart meters with the aim of generating actionable insights even though as per the industry’s own admission, any serious effort toward monetization is being offset by a lack of core IT capabilities, especially in big data technology. Capturing proactive intelligence on consumer behavior is the way to go. In this white paper, eInfochips demonstrates how utility players can predict demand response, generation response and create new revenue models around coincidental peak demands, smart expenditure modeling and other forms of end user data.
Service ,Supply chain management ,Characteristics of service,Product And Service Marketing Mix
Differences B/W Goods and Services,Classification of service,Service encounter,Service blueprint,service marketing triangle, types of marketing traingle.
This Presentation is about the Financial Market in India.
Aim is to provide basic information regarding Stock market, Bombay Stock Exchange(BSE) and National Stock Exchange of India (NSEI).
Evolving Distribution Grid article in Electric Perspectives magazine Jan-Feb 2015 edition. Article discusses emerging business opportunities for a utility Distribution Services Provider.
Capgemini Report - Energy TransformationsRoger Atkins
This document discusses how utilities companies are facing disruption from new technologies like renewable energy, smart grids, data analytics, and the entrance of large tech companies into the energy market. It argues that utilities must transform themselves from traditional utility companies into energy services companies by improving the customer experience, achieving operational excellence, and developing new business models to harness opportunities in distributed energy, smart buildings, and data insights. The document outlines Capgemini's u2es Transformation approach to help utilities successfully make this transition.
Steve Avary - Electricity Utility 2 point 0 PaperSteven Avary
The document discusses challenges facing electric utilities in balancing financial metrics with stakeholder objectives like conservation and renewable integration. Innovation is critical but limited by regulatory disincentives as efficiency benefits customers rather than utilities. New performance models like RIIO in the UK and the Iowa model provide incentives for outputs. Technologies like batteries and smart grids have reduced peak demand but require significant investment. Distributed generation also threatens the traditional utility model by enabling customer independence and reducing load growth. New policies are needed to absorb higher costs and share risks between utilities and customers.
This document provides an overview of the challenges facing the utilities sector in the UK. It discusses the intense political pressure over affordability and security of supply that the energy and water industries are facing. The utilities sector believes the current political climate is threatening its ability to secure necessary investment and that regulation has become more susceptible to political pressure. However, the utilities sector also recognizes opportunities to restore public trust by improving customer service, communications, and responsiveness to issues. The overview indicates the sectors will need to balance priorities of reducing carbon emissions, ensuring security of supply, and keeping prices affordable.
The Digitally Enabled Grid: What is the future of the utility distribution business? Mapping out a new role for electricity distribution in an era of disruption.
Utilities that rely on high energy usage during peak seasons face problems if consumption declines or weather is mild. Their rates often do not properly reflect costs, with too much of fixed costs built into energy charges. This exposes them to revenue shortfalls when customers conserve. Utilities should perform cost of service studies to set rates based on power supply, transmission, and distribution costs. They can then revise rates to move fixed costs from energy charges into customer or demand charges. This stabilizes revenues and reduces dependence on weather and usage levels.
The document discusses policies to promote renewable energy and energy efficiency in Maine. It proposes adopting an energy efficiency procurement model where utilities would be required to purchase all cost-effective energy efficiency. This would remove barriers like legislative approval requirements and allow the Efficiency Maine Trust to administer higher levels of efficiency programs funded through system charges or long-term contracts. Adopting Maine's renewable portfolio standard could meet 20-30% of electricity needs through efficiency investments.
The American Public Power Association’s “Rate Design for Distributed Generation” report examines rate design options for solar and other distributed generation (DG), using public power utility case studies. The report discusses how utilities have educated customers about new rates, and how DG
and non-DG customers responded. While the rate design options have some drawbacks, and might not be technically feasible for all utilities, they offer the industry new models that account for the rate impacts of distributed generation.
The use of DG, particularly rooftop solar photovoltaic (PV), is growing fast. As of October 2014, just under 8,000 megawatts (MW) of solar capacity was installed on residential and business rooftops across the United States (U.S.).1
The growth of DG has been spurred by environmental concerns and economic considerations. Federal and state tax incentives are a driving force behind solar PV installations
and can together cover up to 70 percent of the total cost of solar panels in some states.2 Declining solar panel prices have also fueled growth in rooftop solar. Utility rate structures for distributed generation have provided a significant benefit to solar customers.
As DG becomes more widespread, rate analysts and researchers are developing new rate designs to help ensure that utilities recover their cost of service, encouraging while providing appropriate incentives for rooftop solar deployment.
Utilities can no longer afford to take a wait and see approach in rate design for DG, nor should they assume that old rate designs adopted before the escalation in DG installations will work in the future.
Most utilities in the U.S. use net metering to measure and compensate customers for the generation they produce. However net metering has several shortcomings and results in non-DG customers subsidizing DG customers.
Utilities have options other than traditional net metering. Many public power utilities have adopted new rate designs to serve DG customers. Some of these rate designs supplement net metering by recouping more of their fixed costs through fixed charges, while other designs provide comprehensive alternatives to net metering.
Utility rate setters must balance between simplicity and accuracy, align costs and prices, support environmental stewardship, and ensure that rate designs are well suited to customers. Customer communication and engagement are essential components of the rate-setting process.
This report does not examine every rate design option, nor does it suggest a single best option. It offers alternatives
to traditional net metering, with case studies. Utilities
can consider how they can adapt rate designs to suit their community’s needs, factoring in market structure, state policies, and other considerations.
This document discusses rate design pathways for electricity providers to establish fair utility rates for solar PV customers in a distributed energy age. It proposes an integrated cost recovery approach for utilities based on three interrelated pricing approaches: 1) Allowing utilities to recover their minimum necessary customer-related fixed costs through a fixed charge. 2) Classifying utility costs as demand, energy, or customer-related and ensuring solar customers pay their fair share of these costs. 3) Considering utility rate cases like We Energies' proposal to increase fixed charges for solar customers cautiously to avoid over-recovery of costs or discouraging solar adoption.
Ambit Energy
How Ambit Energy is Revolutionizing the Power Industry?
https://peacestation7.com
introduction
Ambit Energy plays a significant role in the electricity industry as a retail electricity and natural gas provider. It operates in deregulated energy markets, meaning that it operates in areas where consumers have the freedom to choose their energy provider, rather than being confined to a single utility company.
Traditionally, the electricity industry has been dominated by large, vertically integrated utility companies that handle the generation, transmission, and distribution of electricity. However, with the introduction of energy regulation in some markets, Ambit Energy emerged as an alternative option for consumers.
Ambit Energy offers a competitive and customer-centric approach to energy provision. By participating in deregulated markets, Ambit Energy aims to create a more competitive and dynamic environment. It provides consumers with the freedom to choose their energy supplier based on factors such as pricing, plans and customer service.
A key benefit of Ambit Energy’s role in the electricity industry is the competition it brings to the market, which can lead to lower energy prices and more innovative offerings. By giving consumers choice, Ambit Energy encourages traditional utility companies to improve their services and prices to remain competitive.
Furthermore, Ambit Energy focus on renewable energy sources is another important aspect of its role in the power industry. As the industry moves towards sustainable practices, Ambit Energy actively promotes and supports the use of clean and renewable energy resources. By providing renewable energy options to consumers, Ambit Energy contributes to reducing the environmental impact of the electricity industry and helps drive the transition towards a greener future.
In short, Ambit Energy role in the power industry consists of providing consumers with alternative options for their electricity and natural gas needs. Through its participation in deregulated markets and its emphasis on customer-centricity and renewable energy, Ambit Energy fosters competition, fosters consumer choice, and contributes to the ongoing transformation of the electricity industry.
Ambit Energy’s impact in revolutionizing the power industry is immense.
Through its consumer-centric approach, Ambit Energy empowers individuals by providing them the freedom to choose their energy provider, breaking away from the traditional monopolistic structure. This shift toward consumer choice and control over energy decisions is important in today’s world, where people seek options that suit their preferences, budget and environmental values. Ambit Energy’s entry into deregulated energy markets encourages healthy competition among providers, resulting in improved services, competitive pricing and a wider range of choices for consumers. This market competition encourages
Capgemini ses - smart metering pov 2007 (gr)Gord Reynolds
The document discusses how utilities in North America will need to adopt smart metering and advanced metering infrastructure to some degree due to regulatory mandates. It argues that utilities should leverage smart metering as an opportunity to positively influence their business by embracing a fresh approach to managing peak demand and system security. This will require benefits that motivate consumer conservation, business cases that look beyond meter-to-cash processes, and market transparency. The document outlines the key components needed for an effective smart metering solution and argues that utilities should partner with experienced providers to ensure program success.
The utility landscape is dynamic. Some pundits claim that traditional utility regulation is becoming obsolete. Others are calling for a complete overhaul of utility ratemaking as we know it; distributed energy resources, technology advancements and societal trends are changing the way utilities function. In such turbulent times, how can utilities manage their financials through rate structures? How can utilities bridge the span between the rate and regulatory frameworks of yesterday and tomorrow? One way to do so is to revisit the design of rate offerings available to all utility customers and to residential customers in particular.
Transactive Energy article in Metering International magazine Fall 2013. Provides practical explanation of transactive energy in an evolutionary context.
- European utilities are undergoing significant changes due to a shifting energy market and political environment, with traditional centralized generation models being replaced.
- To create new value, utilities must pursue growth opportunities downstream in areas like energy services, efficiency solutions, distributed generation, and new verticals like electric mobility and smart homes.
- Successful growth will require utilities to get the basics of their existing business right, carefully select opportunities where they can compete against established players, and reorganize internally to build focused new business units.
All North American utilities will adopt smart metering and advanced metering infrastructure (AMI) to some degree in the near future. While some utilities will take a minimal approach, more visionary companies will use smart metering as an opportunity to positively influence their future. Most utilities favor taking the latter, more innovative approach based on programs seen throughout North America. Implementing smart metering programs presents both business strategy challenges and technology issues for utilities to navigate. Utilities that view smart metering solely as a means to improve revenue management are missing opportunities, as effective programs leverage investments to support broader benefits and market efficiency. Partnerships will be key to ensuring smart metering initiatives succeed in meeting utilities' goals.
The document discusses the adoption of smart metering and advanced metering infrastructure (AMI) by North American utilities. It states that while some utilities will take a minimal compliance-based approach, more visionary companies will see smart metering as an opportunity to positively influence their future. It outlines the benefits of smart metering programs that go beyond basic meter reading to leverage investments and benefit all electricity market participants. Key challenges include influencing consumer behavior and integrating new technology and data with legacy utility systems. Effective smart metering solutions require coordinated implementation of meters, communications systems, data management and other components. Utilities are advised to partner with experienced providers to ensure successful smart metering initiatives.
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Transforming the utilities industry through bpo by teleperformance
1. Transforming
the US Utilities
Industry
through BPO
White Paper
Transforming Passion into Excellence
This article is available for download on Teleperformance´s website. For more information about articles and white papers go to: www.teleperformance.com.
2. Executive Summary
The US energy and utilities industry faces a number
of challenges as well as growth opportunities.
Technology, resource constraints, environmental
concerns, and customer preferences are impacting
the way energy is produced and used.The
energy and utilities industry is at a critical stage
of structural change and transformation from
being viewed as a general commodity provider
to a service provider that impacts many areas
of a consumer’s lifestyle and experiences. As
energy and utilities organizations focus on their
core competencies of delivering safe, reliable,
cost-effective clean energy, business process
outsourcing of their non-core functions can in
parallel deliver a better customer experience, lower
operational costs, and provide greater long-term
shareholder and customer value.
As US utilities emerge from the
recession to renewed growth, every
organization is adjusting to the new
economic reality of lower revenues
caused by lower consumption by their
residential and business consumers.
This trend will continue as business
and residential consumers readjust
their usage to the tougher economic
environment and adopt more energy-
efficient products to reduce their
cost structure. Utilities are finding
it difficult to justify rate increases
to their respective commissions due
to the current economic situation of
their consumers.
Management of utilities needs to
take strategic business steps in
the near term to manage revenue
streams and operating costs more
efficiently during this period of
slow growth. For companies that
can maneuver nimbly through this
business cycle, periods of economic
turbulence create more opportunities
than at any other time to move
from the middle of the pack into
leadership positions gaining a
competitive advantage.
Lower Consumption and Revenues
Impact Utilities
Need to Manage
Revenue
Streams &
Operating Costs
Lower
Consumption
of Energy
Lower
Revenues
22
White PaperTransforming the US Utilities Industry through BPO
Transforming Passion into Excellence
3. The utilities industry is facing challenges to maintain
its customer base and revenue structure in light of the
lower economic growth that is impacting customers’
consumption and spending behavior. To combat this
challenge, outsourcing is a strategic, cost-effective
option and solution for the utilities industry.
Pricing Constraints and
Changing Customer Usage
Patterns
In the past, as long as the energy flowed when and
where required, residential and small commercial
customers were satisfied with leaving all the decisions
about their energy supply to their trusted providers,
even if they were unhappy with the bill amount.
However, times have changed. Growing reliability
concerns, fear for the environment’s future, and ever
higher energy bills have some consumers wanting
to manage more of their energy supply decisions
themselves. Utilities will need to re-evaluate how
they segment and serve customers. Rising peak
demand, climate concerns, and potential capacity
shortages are forcing power companies to find ways
to lower demand for electricity. Companies are likely
to push the costs of load-shifting and conservation
programs on to consumers. This is transforming
utilities from being commodity sellers to being
service providers.
The combination of climate-change concerns and
high energy prices has led to energy consumers—
industrial, commercial, and residential—becoming
more active in managing their consumption
efficiently. Utilities will need to adjust their business
models and services to provide better options like
time-based billing to reduce peak time usage, which
reduces overall costs to the utility provider and
consumer. Consumers are also moving towards using
more energy-efficient products and focusing on
energy conservation as a means to reduce monthly
utility bills. Implementation of advanced metering by
utilities companies is giving consumers the option to
manage their energy consumption proactively with
new services like “Pay As You Go” and budget billing.
Market Deregulation,
Regulatory Changes, and
Environmental Regulation
Impact
While nearly two-thirds of utilities companies feel
deregulation has been a success so far, many are
uncertain about their ability to cope with unexpected
developments in the new deregulated marketplace.
Deregulation is expected to bring tangible efficiency
benefits, the most visible of these being lower
prices. However, expected price reductions have not
automatically followed due to issues surrounding the
efficiency and effectiveness of wholesale markets and
the pattern of prices. Deregulation has made it more
Challenges Facing the Utilities Industry
difficult to maintain profitable balance in the market.
In the US, for example, a tighter supply and demand
balance has pushed up wholesale commodity prices
and squeezed profit margins.
In the next five to 10 years, environmental regulation,
the focus on conservation and energy efficiency,
and inclusion of renewables in the resource mix
will become increasingly important issues. Primary
concerns relate to the costs associated with building
new plants and retrofitting existing plants to meet
environmental regulations, as well as the costs
associated with incorporating renewable resources
into the fuel mix. These increased costs will likely
impact monthly bills for end-users, putting further
pressure on the margins of utilities companies. With
these changes it is essential for utilities providers
to focus their resources on core competencies and
evaluate new options to reduce operating costs.
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4. Negative Customer Perception
As deregulation continues, more companies will need
to transition to a service-oriented structure in order to
be top performers in the industry. It will be imperative
for companies to focus on customer experience.
Research from the Teleperformance Worldwide
Customer Experience Survey for the US energy and
utilities sector in 2014 shows that 57% of survey
respondents were indifferent or dissatisfied with
their utilities service, and 36% would not recommend
Figure 1: Overall Customer Perception, 2013 and 2014 Comparison
(Source: Teleperformance Worldwide Multichannel Customer Experience Survey, US Energy and Utilities, 2013 and 2014)
the companies at all (see figure 1). Although there
is a negative customer perception overall, there is
evidence of some improvement when comparing
2013 to 2014 results. The high percentage of loyal
customers could be due to the competition in some
areas. Another reason could be because of regions
where customers simply do not have a choice or do
not realize they have a choice due to market changes
with deregulation.
Customer Satisfaction Customer Advocacy
30%
30%
40%
2013 2014
40%
24%
36%
Customer Loyalty
32%
37%
31%
2013 2014
43%
30%
27%
69%
16%
15%
2013 2014
79%
11%
10%
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57%of
surveyrespondents
were indifferent or
dissatisfied
with their utilities
service.
5. contributed to the overall decline in US GDP.1
Energy
prices are expected to increase in 2015 as supply
constraints are felt globally (see figure 2). Volatility in
input costs and uncertain weather conditions require
utilities to improve demand forecasting.
Energy and utilities companies work relentlessly to
improve overall profitability by focusing on business
intelligence and driving costs out of the business.
Utilities will need to better forecast both demand
and energy usages, manage energy purchases more
effectively, and employ scenarios to determine how
economic and weather-related factors affect their
business models.
1. US Department of Commerce, Bureau of Economic Analysis,
“New BEA Data Provide Insights on How Harsh Winter
Impacted Industries in First Quarter,” July 2014.
Figure 2: US Electricity Summary, Retail Energy Prices by Year
(Source: US Energy Information Administration, “Short-Term Energy Outlook,” eia.gov, September 2014)
Retail Prices
2012 2013 2014 2015
Commercial Sector 10.09 10.29 10.67 10.76
Industrial Sector 6.67 6.82 7.05 7.02
(cents per kilowatthour)
Residential Sector 11.88 12.12 12.49 12.70
Managing Risks Due to
Volatile Input Costs and
Unfavorable Weather
Conditions
In the current trend of frequent global economic
fluctuations, changing input costs and volatile
weather conditions, the ability to manage risk within
a utilities company is an ongoing challenge. Between
2009 and 2012, input costs fluctuated between US $59
and $78 billion, causing some instability on company
margins. In the first quarter of 2014, unusually
harsh weather conditions caused a rise in the costs
of the inputs used by the utilities industry, which
Optimizing Supply Chain
Capabilities
Integrated supply chain management enables
improved planning and coordination, greater
inventory visibility and effectiveness, enhanced
customer service, cost control, and performance
measurement and tracking. With more effective
supply chain management capabilities, utilities can
manage strategy and operations across functional
areas such as order management, transportation,
physical distribution, and supply chain security.
Utilities will need to find newer opportunities to
optimize their ERPs and enhance supply chain
management functions as this directly contributes to
the bottom line by reducing operational costs.
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6. In order to deliver a better customer experience, lower
operational costs, and provide greater long-term
shareholder and customer value, try these top 10 ideas:
1. Initiate a strategic review of your core and non-
core competencies based on the changing market
environment.
2. Benchmark your performance against best global
practices to identify potential cost savings.
3. Understand what the competition is doing in the
industry and strategically build outsourcing into
your framework to gain a competitive advantage.
Top 10 Strategies to Improve Performance
4. Review ongoing deals for opportunities for
performance improvements based on lessons
learned and observed success factors.
5. Challenge your organization’s in-house
performance for all core and non-core functions.
6. Measure and improve customer service
performance by integrating analytics solutions to
observe customer activities, issues, and account
management.
7. Improve the quality of communications to
customers through transparent platforms and
processes to ensure bill accuracy and ease of
support.
8. Focus on what drives consumer satisfaction, such
as professionalism of the team, response time,
ability to quickly resolve issues, and empathy
provided by customer care agents.2
9. Evaluate a third-party strategic vendor to capture
cost benefits from outsourcing.
10. Understand other benefits derived from
outsourcing of non-core activities.
2. Teleperformance Worldwide Multichannel Customer
Experience Survey, US Energy and Utilities, 2013.
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7. Increased speed to the market, innovation, and
business transformation. The utilities industry
has seen increased volatility in consumption patterns
among its customers and churn in customers due to
the impact of the recession. This necessitates that
each organization has to respond quickly to market
situation to retain customers by providing value-
added service at the same or a lower cost. Non-core
support services are an important cost element
that can be optimized by business transformation.
Business process outsourcing organizations can help
utilities optimize their ERP platforms to transform
their internal business processes. Implementation
of SRM solutions, dynamic discounting, electronic
invoicing, and purchasing card optimization can make
business processes more effective and efficient while
saving substantial hard dollars for the organization.
The key advantages derived from outsourcing for the
utilities industry are:
Reduce Operation expenditure and optimize
capital expenditure to improve financial
performance. Due to the large number of customers
that the utilities industry services, each organization
requires a large support organization in billing,
customer service, finance and accounting, order
management, and more to effectively manage its
customer base. These support structures are cost
centers for the organization and involve significant
capital and operational expenditure. Over time,
the support organization becomes a significant cost
component for any organization. As each organization
moves to manage the impact of economic downturn
on its margins, this is the appropriate time to look at
cost centers where such costs can be reduced while
maintaining required service delivery.
A business process outsourcing organization can help
utilities save an average of 30 percent of their cost
structure in their support organizations. Additional
savings on a yearly basis are possible through a gain
sharing outsourcing model. Sale of non-core contact
center assets with a buyback of rebadged services can
provide immediate cash flow while reducing annual
operating costs for utilities.
Competitive Advantages Gained from
Business Process Outsourcing
A BPO outsourcing
organization can
help utilities
savean average
of 30%of their
cost structure
in their support
organizations.
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8. Reallocate and focus critical resources on core
competencies. As the utilities industry gears up to
new technologies and substitute offerings available
from competitors, it is critical for each organization to
identify its core competencies and focus its financial
and human resources on augmenting and enhancing
its core competencies. Strategic review of the business
will provide an organization an opportunity to
evaluate non-core activities for outsourcing. This
will free up critical human and financial resources
to enable the organization to follow a strategy to
enhance its competitive position in the market.
Many global organizations have realized the benefits
of outsourcing non-core operations like customer
service, finance and accounting, and billing as these
can be performed more efficiently and at a lower cost
by a business process outsourcing partner. The bigger
advantage to an organization outsourcing non-core
activities is refocusing the organization’s experienced
human resources on high-value-added activities that
generate future innovation and customer growth.
Better control over headcount, performance,
and increase flexibility to scale operations.
Business process outsourcing provides utilities
companies with the flexibility to scale operations
in response to changing market conditions without
substantial investment. In the current economic
situation, organizations are resorting to massive
layoffs to reduce costs quickly. While this strategy
may help in the short run, it impacts organizations
in the long run as companies are not in a position
to scale up operations quickly and cost effectively
when the market moves to an expansionary phase.
Organizations also lose part of their knowledge base
as resources are laid off, which is felt externally by
customers who experience lower service standards.
Business process outsourcers can scale operations
rapidly as they have the capacity and business
model to do so quickly. By having a well-defined
performance management structure in place, an
organization has the opportunity for productivity
and process improvement gains during the life of the
outsourced arrangement, which may not be possible
while the processes are in-house. Business process
outsourcing organizations take on that capacity risk,
allowing utilities to change their non-core support
structure quickly and at a minimum cost.
Standardization and consolidation of non-
core activities across location. As the energy
and utilities industry gets consolidated through
acquisitions, each organization faces the challenges
of non-standardized activities performed in different
locations. This is accentuated during an acquisition
due to different policies and procedures of each
organization. The challenges that organizations
face in integrating acquisitions in most cases
directly impact customers who observe changes in
their service experience. The organization has an
opportunity to reduce costs by consolidating activities
and get process efficiencies while doing so. The BPO
provider can be a key player in an organization’s
strategic move to consolidate and standardize non-
core activities and create a shared service center
approach without the utility company having to take
on the additional costs.
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9. Closing Thoughts
As energy and utilities organizations gear up to compete in the “new normal”
global business environment, business process outsourcing is a strategy that will
be used by executive management to reduce costs, increase revenue, and provide
greater scalability and flexibility. Focusing on core competencies while leveraging
business outsourcers to provide cost-effective solutions will define and drive future
growth and profitability in the energy and utilities industry globally.
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10. 1010
This paper is part of a wide range of analysis created by Teleperformance to provide relevant information to guide better decisions for the future.
About
Teleperformance
We are a People company with a people-centric
strategy, interacting with people all over the
world. It’s all about People. They are part of
who we are and what we do. We analyze their
behaviors. We understand their wants and needs.
That’s why we deliver outstanding customer
experiences through integrated multichannel
solutions to enhance customer experience results
for our clients.
For more information, please visit
www.teleperformance.com.
Transforming Passion into Excellence
Worldwide leader in Multichannel
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Teleperformance
Customer Experience Lab
Teleperformance Customer Experience Lab (CX Lab)
is an innovative center for the research of specific
issues related to changing customer behaviors
with a focus on major drivers of satisfaction across
geographies and sectors.
The work of the CX Lab also addresses customer
preferences in different channels and how they
wish to interact with their favorite brands. The Lab
is supported by specialists and researchers with a
combined knowledge in different languages.
11. Transforming Passion into Excellence
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