STUDY CASE: MULTIASISTENCIA

Transcription

1 STUDY CASE: MULTIASISTENCIA TJTSE50: Group Assignment Eloho Ifinedo Mitro Kivinen Tiina Koskelainen

2 MulFasistencia case: Our frame for analysis We decided to analyze the case MulFasistencia using the CSOFT model (Heikkilä & al 2005) CSOFT model enables us to discuss about the MulFasistencia business network and gives us structure for comprehensive analysis We did use Value Modeling when we analyzed how the NW was creafng value We did asses the different influenfal powers as potenfal problems in the NW using Agency Theory

3 Customers 1/2 The main customers of the business network are a) insurance policy holders, b) small businesses and c) individual persons needing repair services For MulFasistencia there are both non direct end customers a), and direct end customers b) and c) The main customers of the focal company are a) companies offering insurances and b) small businesses needing repair services Group a) is served with different set of services that their customers, who on the other hand are receiving same service as the group b) Group a) consists of banking and insurance companies and Credit card companies.

4 Customers 2/2 Secondary customers of the focal company are a) trade professionals and b) individual persons needing repair services Group a) is main supplier for the focal company, but the group also receives CCB (Customer care and billing) services from the focal company, thus makes the group a) as customers too Group b) receives same service as non direct end customers. Curiously enough, the end customer is mostly "owned" by the company offering the insurance, but all CRM is being done by MA. Then the customer data becomes the asset of MA instead of the owner of the customer.

5 Service The main service of the business network is taking care of (household) repairs of the end customers With set price With a quick delivery With guarantee The main services of the focal company (MA) are a) taking care of arranging repairing and related process b) taking care of the claiming process, c) lowering further damage and d) CCB for trading professionals The actual Value Modeling discusses about the service in depth

6 OrganizaFon 1/2 End Customer White brand Small Business Claimant NW of Trade Professionals Franc hise Franc hise NW1 Franc hise NW1 NW1 serves MA's direct end customers MulFasistencia Insurer 1 Claim unit 1 NW2 NW2 Claim unit 2 Insurer 2 NW2 serves MA's nondirect end customers in two different sedng

7 OrganizaFon 2/2 In the 1 st network the nw of trading professionals is delivering the physical service to the end customers. MA is taking care of work distribufon planning, assignment, management of work and billing. In the 2 nd network the nw of trading professionals is delivering the physical service to the end customers. MA is taking care of work distribufon planning, assignment, management of work and billing. In case 1) MA is taking care of the whole claim management and in case 2) the insurer is taking case of the claim mgmt. The insurance company owns the end customer but the MA manages customership.

8 Finance 1/3 Focal company revenues There are at least two disfnct business models in the case (NW1 and NW2) NW1 case, direct end customers MA assigned work from direct end customers to a TP, it did charge royalty of 10 14% NW2 case, insurers end customers MA assigned work from an insurer and did get a fee per user per event. This was in year 2005 in average 133 Euro per managed claim. This model was altering from 1999 to 2005

9 Finance 2/3 Trading professionals Franchise costs These were not menfoned, however it is very typical that a franchise owner a) sets the prices, i.e. cover's its margins, b) charges for the right to use the franchise brand and model and c) can charge management fee Added revenue, more stable income flow Savings in CCB costs, in terms of lesser paperwork and thus more Fme to do the billable work Saved transacfon costs, no need to market nor sales related costs.

10 Finance 3/3 Insurance offering companies Cost savings 1996 figures for corporate clients were 4 M, the case is not specific if combined or per one (MA's revenue 50 M ) Cost savings because of dynamic mobile picture based loss adjustment assessment 60% year % cost savings in electronic invoicing related processes year 2004 Increased end customer loyalty because of BI (business intelligence) Increased end customer safsfacfon

11 Technology 1/3 The NW business model in the MA case is strongly based in underlying technical transacfon, claim and work assignment management plalorm The plalorm manages all value creafng core processes and assists in supporfng processes too The creafon of the service plalorm was mandatory for MA to ensure the NW scalability in an efficient way The plalorm is based in Internet technologies and is thus widely available to all members in the NW MA offers the plalorm sonware as a service (SAAS) and thus acts as the focal company in the NW as the ApplicaFon Service Provider (ASP) for the whole NW

12 Technology 2/3 The plalorm provides also access via a variety of different methods: either through a GUI or through an API and as a web service With the plalorm, MA is able to offer services to other NW nodes: Customer Care and Billing (CCBS) for trade professionals, Full or parfal claim management for insurance companies, Business intelligence BI and DW analysis services for the insurance companies and Even white brand service offering for consumers.

13 Technology 3/3 Deployment of the technology did require heavy investments from both MA and the TP's PC's and Mobile devices Training The new technology did put pressure onto the insurance companies to move from paper based offices to fully integrated e systems The investment led even to unexpected results: the TP's were innovafve in adopfng new possibilifes and that led to new innovafons.

14 Value Modelling 1/5 1 Trade Professionals 7 4 MulFasistencia 3 6 End Customers 2 5 Corporate Clients 8

15 Value Modelling 2/5 #1 MulFasistencia to Trade professionals customers (intermediate end customer s needs for repair services), i.e. revenue the Franchise Internet Portal advice on starfng business help access the technology (special offers for PCs and internet access) management applicafons billing service including direct payment promoted meefngs

16 Value Modelling 3/5 #2 MulFasistencia to Corporate Clients CCMS service deal trade professionals services custom designed services (customer care help lines, comprehensive management of repairable or cash serlement claims, managing lossadjusters and recoveries) real Fme informafon about repair processes through Internet Portal possibility to supervise Service Level Agreements (SLA) collaborafon; digital signature, electronic invoice management of loss adjuster reports (a desk top audit over the internet with the digital photos) analyfcal CRM based on a Data Warehouse comparafve informafon (informafon relafng to the business of the client company to be compared to the average for the sector)

17 Value Modelling 4/5 #3 MulFasistencia to End Customers intermediate repair services from trade professionals (i.e. lower transacfon cost) less trouble in finding suitable trade professionals (i.e. lower transacfon cost) pre defined prices, quality assurance, guaranteed response Fme, 6 month warranty #4 Trade Professionals to MulFasistencia household repair services network of professionals > a sufficient number of professionals to meet the contractually defined Fmetables commission from directly pointed out customer deals

18 Value Modelling 5/5 #5 Corporate Clients to MulFasistencia end customers (intermediate end customer s needs) payments #6 End Customer to MulFasistencia payments informafon about user behavior through various contact channels (telephone, cell phones, Internet and personal contacts) #7 Trade Professionals to End Customers household repair services inform in real Fme (SMS) about states of claim #8 Corporate Clients to End Customers intermediate household repair services

19 Applying the Agency Theory to MulFasistencia 1/5 Internal/ Hierarchical CoordinaFon Costs The agency theory views the firm as an agency relafonship built on a set of contracts among self interested agents (employees). The divergence of interests between the principal (MA management team) and the agents (TPs and CSRs) can breed numerous problems which is costly to the firm (MA) (Vijay Gurbaxani and Seungjin Whang).

20 Applying the Agency Theory to MulFasistencia 2/5 Agency cost One of the most important issues MA had since its foundafon was how best to increase TP loyalty. An example is the lack of customer safsfacfon due to a quality issue in the repair, since MA offered a 6 months warranty, it had to send an employee or TP to reassess the problem and then carried out the right repair at MA s expense. This is a clear indicafon of the discrepancies between the objecfves of the principal (MA management team) and those of the agents (TP).

21 Applying the Agency Theory to MulFasistencia 3/5 Monitoring Cost CSR evaluated each other in a quarterly poll and those scoring the highest points received the adtude bonus. Bonding Cost A revolufonary system called the Mental Salary was put in place by MA to stress personal responsibility without direct supervision for which a bonus of 20% was offered. This bonus was in order to achieve MA s objecfves, employee s adtude and professionalism in terms of CSR performance measures (waifng Fmes, errors and Fme per call).

22 Applying the Agency Theory to MulFasistencia 4/5 Decision InformaFon Costs All decisions are made by the top MA managers but the CSR s and TP s have berer access to local informafon. The associated cost of processing informafon arises due to the need to process informafon upward in the hierarchy. CommunicaFon Costs The CSRs managed the telephone process by being responsible for the predicfve control of quality (The new control center). The CSRs also managed the CCMS process by having access to informafon in real Fme and this equipped them with greater decision making capacity and higher level of responsibility. This led to considerable increase in employee and in the end customer safsfacfon.

23 Applying the Agency Theory to MulFasistencia 5/5 DocumentaFon Costs In 1990 s, the main stream insurance companies sfll relied on paperbased systems which was a slow and expensive way to make decisions affecfng premium and policies. Average claim cycle complefon was 30days which was below customer expectafon. This resulted in tedious compilafon of monthly repair orders, invoicing and payment issues which also led to delay in TP payment. Opportunity Costs Opportunity Costs due to poor informafon: Poor informafon ranges from incomplete or parfal informafon to inaccurate or wrong informafon. In 2000 (The Glass Ceiling), MA arracted new corporate clients which led to a dramafc increase in end customer calls. However, the process was manual, based on telephone contacts and their informafon system was used mainly for data entry. The system hence provided only parfal informafon about repair status to the CSR.

24 References Faber, Ballon, Bouwman, Haaker, Rietkerk & Steen. (2003). Designing business models for mobile ICT services. Gordijin, Akkermans & van Vliet. () Business Modelling is not Process Modelling. Gurbaxani & Whang. (1991). The Impact of InformaFon Systems on OrganizaFons and Markets. Heikkilä, Heikkilä & Tinnilä. (2005). The Role of Business Models in Developing Business Networks.