Whitepapers

In the pursuit of addressing short-term operational challenges, business managers may often ignore the bigger strategic picture. Having a consistent and relevant framework can address inconsistent approaches to both strategic and tactical problems, and enhance organizational learning. A strategic long-term approach is especially critical for the content-based and rapidly changing home video industry. One of the critical challenges in the home video industry is to make sense of the change in consumption patterns that is taking place. Understanding why and how consumers are changing their behavior can help studios and retailers better react to the changing environment.
This paper outlines the approach to creating a framework for understanding, actioning and gaining from shopper behavior in the home video industry that can help organizations ‘extend their enterprise’ and outperform competition. The integrated shopper insights framework can be leveraged to track the rate at which consumers are migrating across segments and conducting primary research to understand the drivers of these changes.

Manufacturing companies are slowly beginning to realize that their core business alone may not satisfy bottom-line expectations, and that the time has come to expand what has so far been perceived to be the core. Their focus has to now go beyond just the sale of products they manufacture to incorporate after-sales service as a core component of their business strategy. This calls for an extension of their business model, and a re-modeling of the corporate culture and approach. This white paper from WNS provides insights into how manufacturing companies can ‘extend their enterprise’ and outperform their competition through after-sales service excellence.

Continuous change has been the status quo for the life insurance and annuity industry over the past several years. And the monumental impact of these changes underscores a stark reality… insurers that do not rapidly transform their operations across the board will not be able to effectively compete in the near-term. Most insurance companies have historically had an initial predilection to approach transformation as an information technology initiative, starting with Information Technology Outsourcing (ITO). However, ITO-led transformation involves extensive upfront capital expenditure, a lengthy deployment program and a substantial investment in program management. There is a simpler, less expensive and quicker-to-benefits realization path for insurance companies seeking immediate cost savings, sales growth, improved customer experience and an empowered sales force ─ BPO-led transformation. Read on to find out how this approach wins over ITO-led transformation.

The microscope is on the performance of the estimated 2,500+ finance and accounting shared services operations worldwide now reaching a level of steady-state performance maturity. What is next for these centers as today's economic realities, in concert with increased competition and globalization, demand more?

This whitepaper sets forth a point of view relative to the opportunities for Shared Services Centers (SSCs) to move up the maturity curve, providing incremental value to reposition the operation as a strategic differentiator.

Understanding every aspect of customer behavior. Getting the most out of marketing spend. Driving sales force productivity to the next level. Optimizing logistics to gain supply chain efficiency. Reducing risk. Entering new markets with a targeted strategy. If accomplished, these goals quickly differentiate a company from its competitors.

But how does a company achieve those goals? By competing with knowledge, driving decisions with actionable insight.

Most companies testing the procurement outsourcing waters start with procure to pay processes (P2P) rather than encompass the more strategic source to pay continuum. The premise of this insight is that a one size P2P outsourcing solution does not fit all.
Including Independent View from TPI

Never before has the U.S. mortgage industry experienced such a dramatic need for new operating models such as outsourcing. Mortgage lending firms have been forced to navigate rough waters churned by the housing bubble, the subprime crunch, and a tighter lending environment. Now lenders must explore every avenue to boost operational performance and drive efficiencies. Increasing sophistication by mortgage process outsourcing (MPO) providers allow opportunities for lending firms to combat these problems, but lenders are only now beginning to explore the breadth and depth of provider services. Many lenders have yet to grasp how to drive maximum value from MPO.

The Indian retail sector was estimated to be worth USD 350 billion during 2007 and is expected to grow at a compounded annual growth rate (CAGR) of 6.8% to approximate USD 427 billion by 2010. To underscore, in 2007, almost 97% of the Indian retail market was dominated by traditional ‘kirana’ or ‘dad and son shops’. The country’s vast geographic, cultural, and economic diversity has inadvertently facilitated traditional retail over centuries because of a strong need and preference for customized and personalized shopping requirements. Unlike some of the more developed nations, the socio-economic profile of consumers in India changes every 50–100 km leading to highly differentiated buying patterns, demand for products, price sensitivity, and responsiveness to promotion tools. As a result, changing the merchandise mix to meet local demand, standardizing and organizing retail operations across the country has its own set of challenges.