Auto-Owners Insurance is a Fortune 500 Company, and has been every year since 2002. The company was founded in 1916 by Vernon Moulton in Mount Pleasant, Michigan. Today, it is headquartered in Delta Township, Michigan and has over 65 full service and claims branches nationwide. Although the name suggests only auto insurance is provided, it actually provides many lines of insurance including property, liability, auto, garage, workers compensation, farm, and life. It has been rated by J.D. Power and Associates for having the "highest claims satisfaction" in auto insurance for 2008, 2009 and 2010.[2] Subsidiary Companies include: Auto-Owners Life Insurance Company, Home-Owners Insurance Company, Owners-Insurance Company, Property-Owners Insurance Company, and Southern-Owners Insurance Company. Its infrastructure is primarily mainframe-based.


dvertisers and agencies will continue to invest in real-time bidding in 2011

At present, online marketers in the display, rich media and video advertising space can hardly keep track of advancements in targeting and technology, let alone the seemingly endless parade of new ad networks and exchanges.
One of the latest technologies to test for online advertisers hoping to streamline their ad inventory buying and bidding process is real-time bidding. For networks and publishers, real-time bidding can aid in filling additional site inventory and gaining access to new brands and advertisers.

February 2011 findings from DIGIDAY and Google suggest real-time bidding has passed the initial test. Among marketers and agencies who have already used real-time bidding, more than 90% will continue to spend at least some budget this year on real-time bidding, indicating those who have allocated preliminary budget will continue to maintain, if not increase, their spend.

The do-it-yourself functionality and scalable spend typical of real-time bidding allow marketers to buy ad inventory at their convenience and within their budgetary comfort level, ultimately saving both time and money, but marketers are still in the early stages of getting comfortable using real-time bidding to make ad buys.

Only 21% of advertisers find it easy to purchase inventory through an ad exchange bidding interface, and just 16% find it easy to purchase inventory through a demand-side platform bidding interface.



Although the majority of media buyers may find it a bit challenging to use real-time bidding, almost half reported high satisfaction with ad placements made by purchasing inventory through real-time buying, whether through a demand-side platform, ad exchange or network.

Agencies and advertisers are most satisfied with campaign ROI for ad placements obtained from pre-negotiated or reservation-based buying from publisher sites, indicating the time and money often saved with purchase through a demand-side platform or exchange may not outweigh the high-quality results obtained from a direct-to-site purchase.



Publishers are looking to maximize the fulfillment of their site inventory and streamline the buying process for advertisers through the convenience of an ad exchange or real-time bidding interface.

More than half (51.6%) plan to include such offerings for advertisers in the coming year, with sites like Forbes.com already making strides with the newly announced Forbes Media Extension, a private ad exchange for Forbes advertisers designed to help marketers buy inventory by audience segment.



As advertisers continue to rely on a mix of online ad exchanges, sites and networks and continue to invest more ad dollars in display, video and rich media, one can only expect to see an increase in the use of campaign management tools like real-time bidding.

The process
The resulting process uses a variety of technologies in tandem to achieve program goals.

Invitations to participate are issued to a cross-section of Long John Silver’s customers through a central point-of-sale (POS) receipt system in company-owned restaurants. The number of invitations printed is in direct proportion to the number of receipts issued on an nth-transaction basis. Franchisees either use a POS receipt system or issue printed cards with instructions for participating. Invitations are issued in English and in Spanish, and the IVR script gives the option of completing the interview in English or Spanish.

A customer PIN code is required to access a toll-free telephone number. The PIN identifies the restaurant where the purchase experience took place. Where receipts are programmed, a unique multi-digit code is created for each customer by encrypting the restaurant number and information about the transaction. For franchisees without central POS programming capabilities, the PIN gives a restaurant identification number.

The invitation asks customers to call a toll-free telephone number within 48 hours of the restaurant experience. The multi-digit code procedure assures that calls are timely because the transaction date and time are embedded in the PIN code.

As questions are asked by a pre-recorded voice, customers answer through the numbers on their touch-tone telephone. The information is captured in a continuously updated database that then dispatches e-mail notices to DMA managers and restaurant managers, and instantly updates all reports on the secure Web site. Long John Silver’s and franchisee personnel are issued secure passwords to the Web site to review automated graphic reports and a host of other information available for their restaurants.

To improve response rates, an incentive is offered. A word code is given at the end of the study. Customers record that word on their receipt invitation (or card) and present it at the restaurant to redeem their incentive on their next visit. The word code changes periodically.

Report components
The measurement and service recovery program has a number of important elements, all of which are triggered by customer comments in the survey:

Progress measurement. The “traditional” CSM report deliverable, shown in automated graphic representation, displays trends in each restaurant’s overall customer satisfaction and intent to revisit, and evaluation of facilities, and food and service delivery over time.
Benchmarking. All reports compare to measures for the prior period and to chain-wide measures, with tests of statistically significant differences.
Problem isolation. This component identifies problems and their sources in the customer experience through the use of follow-up “drill-down” questions. These questions are asked only if customers register a rating reflecting a defective experience.
Service recovery. In the IVR interview, customers opt in to agree to accept a call from a district manager if Long John Silver’s wishes to talk with them further about their experience. If the experience is poor, alerts are dispatched for customer follow-up and problem resolution. Prompt and earnest follow-up reinforces Long John Silver’s commitment to customer satisfaction. The Alliance Research database recognizes triggering events and gives immediate notification of unsatisfactory experiences by e-mail and Web site reporting through two channels:
1) RED Alert – Allows DMA managers to learn more about the problem and recapture the customer by notifying them of low overall satisfaction and providing them with the customer’s telephone number.

2) Manager Report – Notifies the restaurant manager of operational defects under the manager’s control and provides the customer’s telephone number, if needed, for further diagnosis and service recovery.

Monthly and quarterly summary reports. Through a secure reporting Web site, summary reports give continuously updated graphic information of all measures by individual restaurant, with line-item benchmarking comparisons to the prior period, as well as chain-wide performance on the same uniform measures. Also included are summaries of the proportion of customer occasions where RED Alerts or Manager Alerts have been issued, with detail of the problems encountered.
Roll-Up Reports – This element gives detailed and easy-to-read summaries of restaurant groupings rolling up to each market and to Long John Silver’s levels of management responsibility: DMA managers, regional vice president, division vice president and the Long John Silver’s chain in total. Access is secure to authorized personnel for restaurants within their jurisdiction only.
Celebration – This element immediately congratulates restaurant managers each time a customer reports a completely satisfactory and problem-free experience, reinforcing manager commitment to excellence and continuous improvement.
The results
In a matter of months, Long John Silver’s saw its customer service performance and manager involvement escalate. The concept stresses the manager’s top three tools for excellence as:

1. Leadership. Managers are reminded that when it comes to customer service, a restaurant’s team follows its manager’s lead.

2. Training. The first part of “excellence” is “excel” and, according to Long John Silver’s, that takes training. The importance of management is stressed through a key statement: “Each time the manager interacts with customers, a Service Excellence training session is in progress.”

“Just look behind you,” the company tells managers, “You’ll see your team noticing and eventually imitating your every action.”

3. Service management. Since customer-driven measurement gives a grade of sorts, Long John Silver’s tells managers to use it as a teaching tool. For example, a high number of dissatisfied customers means that managers are flirting with an “F,” and it’s time to hit the training and reinforcement books again.
1. Introduction

Known as Malaysia’s sole gaming venue, the project will consider the case of Malaysia’s sole casino named Casino de Genting. Casino de Genting is divided into various themed sections. Casino de Genting features international games including Roulette, Baccarat, Blackjack and Caribbean Stud Poker with jackpot machines and Las Vegas-style entertainment as added attractions. The casino also offers the latest gaming technology comprised of electronic table games and cashless gaming systems for its slot machines via its Starworld while also offering gourmet quality coffee through @Latté among others. Set in 20, 000 square feet, Casino de Genting is open everyday of the year. From 1980 onwards, players from different parts of the world such as US, Europe, Taiwan and Macau continued to visit Casino de Genting.



Asian casino industry is escalating, and is predicted to further develop in the succeeding years. Kaur (2004) emphasise that ‘only a few casinos in even fewer Asian countries have a monopoly on Asian gamblers’, stating that 85% of the legal casino industry is concentrated on countries as Philippines, Macau, South Korea and Malaysia.



In Malaysia in particular, the annual gaming revenue of the sole casino amounted to US$0.63 billion. There are conjectures that new casino licenses would be issued to a second player but the Genting group remains to be the sole casino operator in the place today and boasts for its Casino de Genting. Casino de Genting is located in the Genting Highlands, a mountain peak within the Titiwangsa Mountains. Casino de Genting opened at the same time as the Genting Resort. The establishment of the infrastructure was meant to rival any casino in Asia. Evidently, Casino de Genting faces no strict competition to date. Nonetheless, if other regions and neighboring countries will loosen up their anti-gambling laws and allow the building of casinos, Casino de Genting will face fierce rivalry through them.
 

jamescord

MP Guru
Auto-Owners Insurance is a Fortune 500 Company, and has been every year since 2002. The company was founded in 1916 by Vernon Moulton in Mount Pleasant, Michigan. Today, it is headquartered in Delta Township, Michigan and has over 65 full service and claims branches nationwide. Although the name suggests only auto insurance is provided, it actually provides many lines of insurance including property, liability, auto, garage, workers compensation, farm, and life. It has been rated by J.D. Power and Associates for having the "highest claims satisfaction" in auto insurance for 2008, 2009 and 2010.[2] Subsidiary Companies include: Auto-Owners Life Insurance Company, Home-Owners Insurance Company, Owners-Insurance Company, Property-Owners Insurance Company, and Southern-Owners Insurance Company. Its infrastructure is primarily mainframe-based.


dvertisers and agencies will continue to invest in real-time bidding in 2011

At present, online marketers in the display, rich media and video advertising space can hardly keep track of advancements in targeting and technology, let alone the seemingly endless parade of new ad networks and exchanges.
One of the latest technologies to test for online advertisers hoping to streamline their ad inventory buying and bidding process is real-time bidding. For networks and publishers, real-time bidding can aid in filling additional site inventory and gaining access to new brands and advertisers.

February 2011 findings from DIGIDAY and Google suggest real-time bidding has passed the initial test. Among marketers and agencies who have already used real-time bidding, more than 90% will continue to spend at least some budget this year on real-time bidding, indicating those who have allocated preliminary budget will continue to maintain, if not increase, their spend.

The do-it-yourself functionality and scalable spend typical of real-time bidding allow marketers to buy ad inventory at their convenience and within their budgetary comfort level, ultimately saving both time and money, but marketers are still in the early stages of getting comfortable using real-time bidding to make ad buys.

Only 21% of advertisers find it easy to purchase inventory through an ad exchange bidding interface, and just 16% find it easy to purchase inventory through a demand-side platform bidding interface.



Although the majority of media buyers may find it a bit challenging to use real-time bidding, almost half reported high satisfaction with ad placements made by purchasing inventory through real-time buying, whether through a demand-side platform, ad exchange or network.

Agencies and advertisers are most satisfied with campaign ROI for ad placements obtained from pre-negotiated or reservation-based buying from publisher sites, indicating the time and money often saved with purchase through a demand-side platform or exchange may not outweigh the high-quality results obtained from a direct-to-site purchase.



Publishers are looking to maximize the fulfillment of their site inventory and streamline the buying process for advertisers through the convenience of an ad exchange or real-time bidding interface.

More than half (51.6%) plan to include such offerings for advertisers in the coming year, with sites like Forbes.com already making strides with the newly announced Forbes Media Extension, a private ad exchange for Forbes advertisers designed to help marketers buy inventory by audience segment.



As advertisers continue to rely on a mix of online ad exchanges, sites and networks and continue to invest more ad dollars in display, video and rich media, one can only expect to see an increase in the use of campaign management tools like real-time bidding.

The process
The resulting process uses a variety of technologies in tandem to achieve program goals.

Invitations to participate are issued to a cross-section of Long John Silver’s customers through a central point-of-sale (POS) receipt system in company-owned restaurants. The number of invitations printed is in direct proportion to the number of receipts issued on an nth-transaction basis. Franchisees either use a POS receipt system or issue printed cards with instructions for participating. Invitations are issued in English and in Spanish, and the IVR script gives the option of completing the interview in English or Spanish.

A customer PIN code is required to access a toll-free telephone number. The PIN identifies the restaurant where the purchase experience took place. Where receipts are programmed, a unique multi-digit code is created for each customer by encrypting the restaurant number and information about the transaction. For franchisees without central POS programming capabilities, the PIN gives a restaurant identification number.

The invitation asks customers to call a toll-free telephone number within 48 hours of the restaurant experience. The multi-digit code procedure assures that calls are timely because the transaction date and time are embedded in the PIN code.

As questions are asked by a pre-recorded voice, customers answer through the numbers on their touch-tone telephone. The information is captured in a continuously updated database that then dispatches e-mail notices to DMA managers and restaurant managers, and instantly updates all reports on the secure Web site. Long John Silver’s and franchisee personnel are issued secure passwords to the Web site to review automated graphic reports and a host of other information available for their restaurants.

To improve response rates, an incentive is offered. A word code is given at the end of the study. Customers record that word on their receipt invitation (or card) and present it at the restaurant to redeem their incentive on their next visit. The word code changes periodically.

Report components
The measurement and service recovery program has a number of important elements, all of which are triggered by customer comments in the survey:

Progress measurement. The “traditional” CSM report deliverable, shown in automated graphic representation, displays trends in each restaurant’s overall customer satisfaction and intent to revisit, and evaluation of facilities, and food and service delivery over time.
Benchmarking. All reports compare to measures for the prior period and to chain-wide measures, with tests of statistically significant differences.
Problem isolation. This component identifies problems and their sources in the customer experience through the use of follow-up “drill-down” questions. These questions are asked only if customers register a rating reflecting a defective experience.
Service recovery. In the IVR interview, customers opt in to agree to accept a call from a district manager if Long John Silver’s wishes to talk with them further about their experience. If the experience is poor, alerts are dispatched for customer follow-up and problem resolution. Prompt and earnest follow-up reinforces Long John Silver’s commitment to customer satisfaction. The Alliance Research database recognizes triggering events and gives immediate notification of unsatisfactory experiences by e-mail and Web site reporting through two channels:
1) RED Alert – Allows DMA managers to learn more about the problem and recapture the customer by notifying them of low overall satisfaction and providing them with the customer’s telephone number.

2) Manager Report – Notifies the restaurant manager of operational defects under the manager’s control and provides the customer’s telephone number, if needed, for further diagnosis and service recovery.

Monthly and quarterly summary reports. Through a secure reporting Web site, summary reports give continuously updated graphic information of all measures by individual restaurant, with line-item benchmarking comparisons to the prior period, as well as chain-wide performance on the same uniform measures. Also included are summaries of the proportion of customer occasions where RED Alerts or Manager Alerts have been issued, with detail of the problems encountered.
Roll-Up Reports – This element gives detailed and easy-to-read summaries of restaurant groupings rolling up to each market and to Long John Silver’s levels of management responsibility: DMA managers, regional vice president, division vice president and the Long John Silver’s chain in total. Access is secure to authorized personnel for restaurants within their jurisdiction only.
Celebration – This element immediately congratulates restaurant managers each time a customer reports a completely satisfactory and problem-free experience, reinforcing manager commitment to excellence and continuous improvement.
The results
In a matter of months, Long John Silver’s saw its customer service performance and manager involvement escalate. The concept stresses the manager’s top three tools for excellence as:

1. Leadership. Managers are reminded that when it comes to customer service, a restaurant’s team follows its manager’s lead.

2. Training. The first part of “excellence” is “excel” and, according to Long John Silver’s, that takes training. The importance of management is stressed through a key statement: “Each time the manager interacts with customers, a Service Excellence training session is in progress.”

“Just look behind you,” the company tells managers, “You’ll see your team noticing and eventually imitating your every action.”

3. Service management. Since customer-driven measurement gives a grade of sorts, Long John Silver’s tells managers to use it as a teaching tool. For example, a high number of dissatisfied customers means that managers are flirting with an “F,” and it’s time to hit the training and reinforcement books again.
1. Introduction

Known as Malaysia’s sole gaming venue, the project will consider the case of Malaysia’s sole casino named Casino de Genting. Casino de Genting is divided into various themed sections. Casino de Genting features international games including Roulette, Baccarat, Blackjack and Caribbean Stud Poker with jackpot machines and Las Vegas-style entertainment as added attractions. The casino also offers the latest gaming technology comprised of electronic table games and cashless gaming systems for its slot machines via its Starworld while also offering gourmet quality coffee through @Latté among others. Set in 20, 000 square feet, Casino de Genting is open everyday of the year. From 1980 onwards, players from different parts of the world such as US, Europe, Taiwan and Macau continued to visit Casino de Genting.



Asian casino industry is escalating, and is predicted to further develop in the succeeding years. Kaur (2004) emphasise that ‘only a few casinos in even fewer Asian countries have a monopoly on Asian gamblers’, stating that 85% of the legal casino industry is concentrated on countries as Philippines, Macau, South Korea and Malaysia.



In Malaysia in particular, the annual gaming revenue of the sole casino amounted to US$0.63 billion. There are conjectures that new casino licenses would be issued to a second player but the Genting group remains to be the sole casino operator in the place today and boasts for its Casino de Genting. Casino de Genting is located in the Genting Highlands, a mountain peak within the Titiwangsa Mountains. Casino de Genting opened at the same time as the Genting Resort. The establishment of the infrastructure was meant to rival any casino in Asia. Evidently, Casino de Genting faces no strict competition to date. Nonetheless, if other regions and neighboring countries will loosen up their anti-gambling laws and allow the building of casinos, Casino de Genting will face fierce rivalry through them.

hey buddy,

here i am uploading Study Reprot on AUTO-Owners Insurance Company, so please download and check it.
 

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