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EConnect ~ CNSG's Market Intelligence and Newsletter 1998

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EConnect ~ CNSG's Market Intelligence and Newsletter 1999
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EConnect ~ CNSG's Market Intelligence and Newsletter 2001
EConnect ~ CNSG's Market Intelligence and Newsletter 2002

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EConnect ~ CNSG's Market Intelligence Reports 2002

A New Covenant with Stakeholders: Managing Privacy as a Competitive Advantage
"Privacy is not solely a risk issue.  Nor is it only an operational issue.  It has become a strategic business issue that is holistic.  And one that needs to be applied enterprise-wide.  If you do it right, its impact on customer trust can be enormous, and trust is ultimately the catalyst for trade." - Security Transformation: Digital Defense Strategies to Protect Your Company's Reputation and Market Share.  This white paper was developed as part of a series by KPMG's Assurance & Advisory Services Center.  It describes the complex array of privacy issues organizations worldwide now face.  It builds a case for approaching privacy protection as a strategic business opportunity - one that is integrated with the organization's overall strategy and, thus, has the support of the board and top leaders.  It addresses the challenges organizations face in balancing their customers' right to privacy with their own clear interest in using customer information to identify marketing opportunities that could help them better meet their customers' needs and expectations.  It describes how organizations can enhance the trust their stakeholders have in them by communicating their efforts to protect privacy and by demonstrating compliance with relevant legislation and regulations.  Finally, this document addresses how organizations can seek to develop a competitive advantage - as well as a new covenant with their stakeholders - through the design and implementation of a comprehensive privacy risk management program.
19 pgs - 615KB Published: January 2002
Biotechnology in Berlin/Brandenburg
Singapore's One-North project was announced months ago. However, parallel development in Germany is of interest.  Germany's biotechnological boom in recent years had fuelled increased demand in research and the pharmaceutical industry for new products and technology.  Additionally, biotechnological developments continue to open new application fields, e.g. disease diagnosis through genetic testing, protein-protein and protein-DNA interaction clarification through biochip technology ("red biotechnology"), and the use of plants to produce active ingredients ("green biotechnology").  To sustain these developments and ensure their success, a favorable environment, which includes politics and structural support, as well as financial support by venture capital or private investment, is required. Berlin/Brandenburg is Germany's largest biotechnology location with over 120 biotech companies and more than 2,500 employees.  This paper summarises more than 40 personal interviews with local biotech companies, biotech park managers, scientists, and international pharma companies.  Aside from analyzing the current situation, the purpose of this study is to define the factors that can solidify this region's long-term success in the biotechnology industry.  These recommendations apply nationwide and will significantly enhance the attraction to German biotech regions.
18 pgs - 1.29MB
Published: 2002



Extending the Service Efficiency Frontier
Service-savvy companies are aggressively adopting new ways to reach higher levels of customer service without increasing costs.  This article from Accenture's Supply Chain Management service line describes how the savviest companies are managing the cost and delivery of service strategically as part of their overall supply chain process.
2 pgs - 50KB
Published: May 2002

 

 

Business Process Outsourcing Big Bang: Creating Value in an Expanding Universe
Business process outsourcing (BPO), once used primarily to achieve cost savings in back-office processes, it is now emerging as a flexible and powerful approach business leaders can use to achieve a wide range of tactical and strategic aims.  This report from the Accenture Institute for Strategic Change presents findings from a global study, success stories, and a comprehensive framework to help executives navigate through the largely uncharted terrain of the new BPO.
16 pgs - 256KB
Published: August 2002
Mobinet 4
The latest January 2002 Mobinet study in presentation slide format, reveals a surprisingly high number of respondents who say they would use their phones to pay for small cash transactions if possible.  Forty-four percent of respondents worldwide said they would use such mobile cash (or "m-cash") capabilities if they could.  Intent to use m-cash was highest in Japan at 50 percent, 46 percent in Europe, 43 percent in the rest of Asia and 38 percent in the U.S.  One mobile application widely accepted by phone users is SMS, which the latest Mobinet study shows has reached mass market penetration.  Across the 14 countries studied, 35 percent of respondents reported using SMS at least once a day, with once-a-day usage 41 percent in Europe, 33 percent in Asia and five percent in the U.S. SMS use continues to be most popular among those under age 25 (50 percent use it once a day).  However, continuing a trend identified in the June 2001 Mobinet study, SMS use is rapidly spreading to older age groups.  Across the 14 countries, 45 percent of 25-34 year olds and 28 percent of 35-44 year olds reported using SMS at least once a day.  This study done in cooperation with Judge Institute of Management, Cambridge University.
27pgs - 394KB
Published: February 2002

 

The Changing Landscape of Secure Online Payments 2002
The real problem of Secure Online Payments is that, unlike the physical world, machines represent the buyer and seller in an online transaction, of which the most prevalent payment method is credit card.  In these "card not present" situations, merchants must generally accept 100% of the risk for fraudulent transactions.  The need to understand the potential impacts and make decisions regarding adoption and implementation strategies is becoming more pressing.  Payer authentication initiatives carry the potential promise of removing merchants from financial liability for fraudulent purchases.  They also mean systems and process changes for your payment infrastructure and additional changes for how your customer moves through the purchase process.  Criminal sophistication as it relates to payment security will force you to assess current levels of transaction and data storage security, and consider upgrades or process changes.  Consumers are finally beginning to take notice of fraud and identity theft problems, and for the first time, are starting to get interested in credit card security schemes.  This guide by Cybersource examines new and soon-to-be-introduced authentication initiatives; emerging threats to current methods of securing payments between online merchants and payment gateways, and benefits and limitations of credit card fraud detection tools and deployment strategies.
14 pgs - 107KB
Published: January 2002
Merger Endgames: Industry Consolidation and Long Term Strategy
The pace of mergers has reached dizzying heights-and shows no sign of subsiding in the foreseeable future.  In one industry after another a new round of consolidation begins, touching off the next flurry of restructuring.  Yet, A.T. Kearney research shows that 56 percent of mergers do not succeed, failing to produce shareholder value.  At Kearney's analysis reveals that these trends are not a matter of happenstance.  On the contrary, there are evident that industry consolidation conforms to a set of laws.  This paper looks at the patterns that emerged in At Kearney's research and show where several industries lie on the consolidation curve.  Companies that understand where their industries lie on the curve-and develop strategies based on that knowledge-will position themselves to win.
12 pgs - 0.99MB
Published: 2002

 

Assessment of Excellence in Procurement, 2002 This study result by A.T. Kearney shows that companies transforming their supply management practices via eProcurement technology stand to realize savings 13 times greater than their investments in the technology and associated implementation and change management, according to a study of 147 large companies representing 22 industries on six continents by global management consulting firm A.T. Kearney, a subsidiary of global services leader EDS.  The 2002 Assessment of Excellence in Procurement (AEP), which identified practices used by eProcurement leaders, found that spending $1.5 billion on eProcurement would deliver savings of $19.1 billion.  At that rate, A.T. Kearney estimates global 500 companies could save $330 billion annually by capturing eProcurement's full potential.  AEP 2002 is the first comprehensive global benchmarking study to focus on the impact of eSupply Management on large companies.
4 pgs - 761KB  
Published: 2002
Forging a High-Performance Supply Chain Through E-Learning
Using Web-based delivery of knowledge and training material to improve employee performance can significantly enhance a company's supply chain.  With supply chain operations constituting as much as 70 percent of a company's costs, the potential value of eLearning-based performance improvements is huge.  The authors from Accenture's Supply Chain Management and Human Performance service lines discuss key factors to consider in mapping eLearning strategies.
4 pgs - 76KB
Published: August 2002
The Laws of Evolution: A Pragmatic Analysis of the Emerging Web Services Market
There's little doubt that Web services and service-oriented architectures represent a fundamental shift in the design of enterprise software.  This report makes a business case for Web services innovation and provides a pragmatic overview of the Web services market, major players and likely stages of adoption.
40 pgs - 329KB
Published: April 2002

 

The Road to CRM Riches
With failure rates on CRM projects remaining high, companies are wasting plenty of money and time while squandering opportunities to increase profits and customer value.  Don't become another statistic.  This report from Accenture's CRM service line offers a CRM Strategy and Roadmap, an alternative to traditional approaches designed to help companies identify, prioritize and build the right capabilities for creating customer and company value.
16 pgs - 273KB
Published: April 2002
 

 


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