study case: multiasistencia - jyväskylän yliopisto€¦ · – cost savings because of dynamic...
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STUDYCASE:MULTIASISTENCIATJTSE50:GroupAssignment
ElohoIfinedo
MitroKivinenTiinaKoskelainen
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MulFasistenciacase:Ourframeforanalysis
• WedecidedtoanalyzethecaseMulFasistenciausingtheCSOFTmodel(Heikkilä&al2005)– CSOFTmodelenablesustodiscussabouttheMulFasistenciabusinessnetworkandgivesusstructureforcomprehensiveanalysis
• WediduseValueModelingwhenweanalyzedhowtheNWwascreaFngvalue
• WedidassesthedifferentinfluenFalpowersaspotenFalproblemsintheNWusingAgencyTheory
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Customers1/2
• Themaincustomersofthebusinessnetworkarea)insurancepolicyholders,b)smallbusinessesandc)individualpersonsneedingrepairservices– ForMulFasistenciatherearebothnon‐directendcustomersa),anddirectendcustomersb)andc)
• Themaincustomersofthefocalcompanyarea)companiesofferinginsurancesandb)smallbusinessesneedingrepairservices– Groupa)isservedwithdifferentsetofservicesthattheircustomers,whoontheotherhandarereceivingsameserviceasthegroupb)
– Groupa)consistsofbankingandinsurancecompaniesandCreditcardcompanies.
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Customers2/2
• Secondarycustomersofthefocalcompanyarea)tradeprofessionalsandb)individualpersonsneedingrepairservices– Groupa)ismainsupplierforthefocalcompany,butthegroupalsoreceivesCCB(Customercareandbilling)servicesfromthefocalcompany,thusmakesthegroupa)ascustomerstoo
– Groupb)receivessameserviceasnon‐directendcustomers.
• Curiouslyenough,theend‐customerismostly"owned"bythecompanyofferingtheinsurance,butallCRMisbeingdonebyMA.ThenthecustomerdatabecomestheassetofMAinsteadoftheownerofthecustomer.
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Service
• Themainserviceofthebusinessnetworkistakingcareof(household)repairsoftheendcustomers– Withsetprice– Withaquickdelivery– Withguarantee
• Themainservicesofthefocalcompany(MA)are– a)takingcareofarrangingrepairingandrelatedprocess– b)takingcareoftheclaimingprocess,– c)loweringfurtherdamageand– d)CCBfortradingprofessionals
• TheactualValueModelingdiscussesabouttheserviceindepth
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OrganizaFon1/2
NWofTradeProfessionals
Franchise
Franchise
Franchise
MulFasistencia
Insurer1
Insurer2
Claimunit1
Claimunit2
EndCustomer
ClaimantWhitebrand
SmallBusiness
NW1NW2NW1servesMA's
directendcustomers
NW2
NW1
NW2servesMA'snon‐directendcustomersintwodifferentsedng
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OrganizaFon2/2
• Inthe1stnetworkthenwoftradingprofessionalsisdeliveringthephysicalservicetotheendcustomers.MAistakingcareofworkdistribuFonplanning,assignment,managementofworkandbilling.
• Inthe2ndnetworkthenwoftradingprofessionalsisdeliveringthephysicalservicetotheendcustomers.MAistakingcareofworkdistribuFonplanning,assignment,managementofworkandbilling.Incase1)MAistakingcareofthewholeclaimmanagementandincase2)theinsureristakingcaseoftheclaimmgmt.Theinsurancecompanyownstheend‐customerbuttheMAmanagescustomership.
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Finance1/3
• Focalcompanyrevenues– ThereareatleasttwodisFnctbusinessmodelsinthecase(NW1andNW2)
– NW1case,directend‐customers• MAassignedworkfromdirectend‐customerstoaTP,itdidchargeroyaltyof10‐14%
– NW2case,insurersend‐customers• MAassignedworkfromaninsureranddidgetafeeperuserperevent.Thiswasinyear2005inaverage133Europermanagedclaim.Thismodelwasalteringfrom1999to2005
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Finance2/3
• Tradingprofessionals– Franchisecosts
• ThesewerenotmenFoned,howeveritisverytypicalthatafranchiseownera)setstheprices,i.e.cover'sitsmargins,b)chargesfortherighttousethefranchisebrandandmodelandc)canchargemanagementfee
– Addedrevenue,morestableincomeflow– SavingsinCCBcosts,intermsoflesserpaperworkandthusmoreFmetodothebillablework
– SavedtransacFoncosts,noneedtomarketnorsalesrelatedcosts.
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Finance3/3
• Insuranceofferingcompanies– Costsavings1996figuresforcorporateclientswere4M€,thecaseisnotspecificifcombinedorperone(MA'srevenue50M€)
– Costsavingsbecauseofdynamicmobilepicturebasedlossadjustmentassessment60%year2004
– 40%costsavingsinelectronicinvoicingrelatedprocessesyear2004
– Increasedend‐customerloyaltybecauseofBI(businessintelligence)
– Increasedend‐customersaFsfacFon
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Technology1/3
• TheNWbusinessmodelintheMAcaseisstronglybasedinunderlyingtechnicaltransacFon,claimandworkassignmentmanagementplalorm– TheplalormmanagesallvaluecreaFngcoreprocessesandassistsinsupporFngprocessestoo
– ThecreaFonoftheserviceplalormwasmandatoryforMAtoensuretheNWscalabilityinanefficientway
• TheplalormisbasedinInternettechnologiesandisthuswidelyavailabletoallmembersintheNW
• MAofferstheplalormsonwareasaservice(SAAS)andthusactsasthefocalcompanyintheNWastheApplicaFonServiceProvider(ASP)forthewholeNW
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Technology2/3
• Theplalormprovidesalsoaccessviaavarietyofdifferentmethods:eitherthroughaGUIorthroughanAPIandasawebservice
• Withtheplalorm,MAisabletoofferservicestootherNWnodes:– CustomerCareandBilling(CCBS)fortradeprofessionals,– FullorparFalclaimmanagementforinsurancecompanies,– BusinessintelligenceBIandDWanalysisservicesfortheinsurancecompaniesand
– Evenwhitebrandserviceofferingforconsumers.
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Technology3/3
• DeploymentofthetechnologydidrequireheavyinvestmentsfrombothMAandtheTP's– PC'sandMobiledevices– Training
• Thenewtechnologydidputpressureontotheinsurancecompaniestomovefrompaper‐basedofficestofullyintegratede‐systems
• Theinvestmentledeventounexpectedresults:theTP'swereinnovaFveinadopFngnewpossibiliFesandthatledtonewinnovaFons.
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ValueModelling1/5
MulFasistencia
TradeProfessionals
CorporateClients
EndCustomers
1
2
3
4
5
6
7
8
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ValueModelling2/5
• #1MulFasistenciatoTradeprofessionals– customers(intermediateendcustomer’sneedsforrepairservices),i.e.revenue
– theFranchiseInternetPortal– adviceonstarFngbusiness– helpaccessthetechnology(specialoffersforPCsandinternetaccess)
– managementapplicaFons– billingserviceincludingdirectpayment– promotedmeeFngs
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ValueModelling3/5• #2MulFasistenciatoCorporateClients
– CCMSservicedeal– tradeprofessionals’services– custom‐designedservices(customercarehelp‐lines,comprehensive
managementofrepairableorcashserlementclaims,managingloss‐adjustersandrecoveries)
– realFmeinformaFonaboutrepairprocessesthroughInternetPortal– possibilitytosuperviseServiceLevelAgreements(SLA)– collaboraFon;digitalsignature,electronicinvoice– managementoflossadjusterreports(adesk‐topauditoverthe
internetwiththedigitalphotos)– analyFcalCRMbasedonaDataWarehouse– comparaFveinformaFon(informaFonrelaFngtothebusinessofthe
clientcompanytobecomparedtotheaverageforthesector)
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ValueModelling4/5
• #3MulFasistenciatoEndCustomers– intermediaterepairservicesfromtradeprofessionals(i.e.lowertransacFoncost)
– lesstroubleinfindingsuitabletradeprofessionals(i.e.lowertransacFoncost)
– pre‐definedprices,qualityassurance,guaranteedresponseFme,6‐monthwarranty
• #4TradeProfessionalstoMulFasistencia– householdrepairservices– networkofprofessionals‐>asufficientnumberofprofessionalstomeetthecontractuallydefinedFmetables
– commissionfromdirectlypointedoutcustomerdeals
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ValueModelling5/5
• #5CorporateClientstoMulFasistencia– endcustomers(intermediateendcustomer’sneeds)– payments
• #6EndCustomertoMulFasistencia– payments– informaFonaboutuserbehaviorthroughvariouscontact
channels(telephone,cellphones,Internetandpersonalcontacts)
• #7TradeProfessionalstoEndCustomers– householdrepairservices– informinrealFme(SMS)aboutstatesofclaim
• #8CorporateClientstoEndCustomers– intermediatehouseholdrepairservices
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ApplyingtheAgencyTheorytoMulFasistencia1/5
• Internal/HierarchicalCoordinaFonCosts– TheagencytheoryviewsthefirmasanagencyrelaFonshipbuiltonasetofcontractsamongself–interestedagents(employees).Thedivergenceofinterestsbetweentheprincipal(MAmanagementteam)andtheagents(TPsandCSRs)canbreednumerousproblemswhichiscostlytothefirm(MA)–(VijayGurbaxaniandSeungjinWhang).
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ApplyingtheAgencyTheorytoMulFasistencia2/5
• Agencycost– OneofthemostimportantissuesMAhadsinceitsfoundaFonwashowbesttoincreaseTPloyalty.AnexampleisthelackofcustomersaFsfacFonduetoaqualityissueintherepair,sinceMAoffereda6monthswarranty,ithadtosendanemployeeorTPtoreassesstheproblemandthencarriedouttherightrepairatMA’sexpense.ThisisaclearindicaFonofthediscrepanciesbetweentheobjecFvesoftheprincipal(MAmanagementteam)andthoseoftheagents(TP).
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ApplyingtheAgencyTheorytoMulFasistencia3/5
• MonitoringCost– CSRevaluatedeachotherinaquarterlypollandthosescoringthehighestpointsreceivedtheadtudebonus.
• BondingCost– ArevoluFonarysystemcalledthe‘MentalSalary’wasputinplacebyMAtostresspersonalresponsibilitywithoutdirectsupervisionforwhichabonusof20%wasoffered.ThisbonuswasinordertoachieveMA’sobjecFves,employee’sadtudeandprofessionalismintermsofCSRperformancemeasures(waiFngFmes,errorsandFmepercall).
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ApplyingtheAgencyTheorytoMulFasistencia4/5
• DecisionInformaFonCosts– AlldecisionsaremadebythetopMAmanagersbuttheCSR’sandTP’shavebereraccesstolocalinformaFon.TheassociatedcostofprocessinginformaFonarisesduetotheneedtoprocessinformaFonupwardinthehierarchy.
• CommunicaFonCosts– TheCSRsmanagedthetelephoneprocessbybeingresponsibleforthepredicFvecontrolofquality(Thenewcontrolcenter).TheCSRsalsomanagedtheCCMSprocessbyhavingaccesstoinformaFoninrealFmeandthisequippedthemwithgreaterdecision–makingcapacityandhigherlevelofresponsibility.ThisledtoconsiderableincreaseinemployeeandintheendcustomersaFsfacFon.
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ApplyingtheAgencyTheorytoMulFasistencia5/5
• DocumentaFonCosts– In1990’s,themainstreaminsurancecompaniessFllreliedonpaper‐
basedsystemswhichwasaslowandexpensivewaytomakedecisionsaffecFngpremiumandpolicies.AverageclaimcyclecompleFonwas30dayswhichwasbelowcustomerexpectaFon.ThisresultedintediouscompilaFonofmonthlyrepairorders,invoicingandpaymentissueswhichalsoledtodelayinTPpayment.
• OpportunityCosts– OpportunityCostsduetopoorinformaFon:PoorinformaFonranges
fromincompleteorparFalinformaFontoinaccurateorwronginformaFon.In2000(TheGlassCeiling),MAarractednewcorporateclientswhichledtoadramaFcincreaseinendcustomercalls.However,theprocesswasmanual,basedontelephonecontactsandtheirinformaFonsystemwasusedmainlyfordataentry.ThesystemhenceprovidedonlyparFalinformaFonaboutrepairstatustotheCSR.
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References
• Faber,Ballon,Bouwman,Haaker,Rietkerk&Steen.(2003).DesigningbusinessmodelsformobileICTservices.
• Gordijin,Akkermans&vanVliet.()BusinessModellingisnotProcessModelling.
• Gurbaxani&Whang.(1991).TheImpactofInformaFonSystemsonOrganizaFonsandMarkets.
• Heikkilä,Heikkilä&Tinnilä.(2005).TheRoleofBusinessModelsinDevelopingBusinessNetworks.