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Capturing the Expected Value
of Insurance M&A Transactions
(PDF
197 KB
)
Author(s):
Mark Purowitz, Jamie Yoder
Date Published:
December 2008
Industry upheaval presents insurance companies with unique growth and synergy opportunities, but capturing value requires a diligent focus on customers, business operations, and technology throughout the M&A lifecycle. But too often, the pre-deal due diligence process focuses predominately on the financial aspects of the deal, leaving the analysis of customers, operations, and technology for later in the integration process.
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Lowering the Volatility Quotient
with a Flexible Supply Chain
(PDF
4.7 MB
)
Author(s):
Darin Yug, Anbu Mani, and Rik Reppe
Date Published:
November 2008
Supply chains today are faced with less working capital, accelerated margin pressures, limited access to credit, dampened volume growth, sizeable foreign currency translation losses, and a changing landscape for labor rates. Companies that create the capability to monitor and respond to critical supply chain variables on a continuous basis will have a significant edge over their competitors.
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Avoid M&A Value Evaporation: How to
Keep Customers and Create Shareholder Value
(PDF
231 KB
)
Author(s):
Anthony Klick, Charlie Gavin, and Justin Kaufman
Date Published:
November 2008
History tells us that 40 to 70 percent of mergers and acquisitions fail to deliver value to shareholders. And studies have found that up to 30 percent of a company’s customers may leave during the postmerger phase, two-thirds of whom are driven away by poor customer service. In today’s environment, a flawed approach to acquisitions can have serious consequences. But bank executives can put the odds in their favor.
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Group Insurance: Making
Customization Profitable
(PDF
2.3 MB
)
Author(s):
Marik Brockman, Marie Carr, and Anand S. Rao
Date Published:
October 2008
In a market driven by price competitiveness, group insurance carriers have typically used customized product features or services as a point of distinction, but these companies must ensure they do not degrade profitability in the process. To improve customer service profitably, carriers must carefully measure the true costs of customization and customer service.
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Don’t Waste a Crisis: Emerge a Winner
by Applying Lessons from the Last Recession
(PDF
370 KB
)
Author(s):
John Sviokla, Paul Blase
Date Published:
October 2008
Competitive executives should welcome recessions. In the heat of a downturn, superior companies pull
away from the competition and aspiring companies can dart ahead. In order to find patterns of success
and failure, we studied more than 400 companies and their performance (relative and absolute) before,
during, and after the last recession (1998–2004).
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Raising the Game on Service
Without Breaking the Bank
(PDF
1.49 MB
)
Author(s):
Martin King-Davies and Rachel Armitage
Date Published:
August 2008
U.K. banks underperform both major U.K. retailers and banks in many other countries in terms of customer service. With the proliferation of “direct” banking strategies, the “Internet-savvy” segment serves as a good place for U.K. banks to start turning around service quality through four specific improvement initiatives.
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Trusted Transparency in
Healthcare Informatics
(PDF
379 KB
)
Author(s):
Richard Findlay, Anwer Khan, Tom Weakland,
and Weijia Yao
Date Published:
July 2008
The healthcare providers, patients, employers, and other decision-makers who rely on healthcare information face an overwhelming jigsaw puzzle of clinical data and processes. Greater access to information is generally a good thing, but too much information in the realm of healthcare can actually increase costs, create confusion, and lead to bad decisions.
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