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14th December 2018 Banking
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on 14th December 2018 / by webmaster
Over the past few years, the growth of the digital wallet apps has been phenomenal. Driven by the adoption rate of mobile apps to check last minute deals on travel, buy movie tickets, or to order food – the digital wallet companies have grown along. Early adopters of these digital wallets were often digitally-savvy millennials that swayed for features that offered lower transaction time and convenience. The growing digital wallets market has also invited the large technology companies into the financial services market either by building custom apps or by integrating them into their existing digital platforms. With more and more nations adopting the open banking framework, traditional nationalised banks are forced to open their customer data to third party vendors who offer superior features, through their apps. Having started with payments, large technology companies in many global markets have eventually expanded into the provision of credit and insurance, either directly or in partnership with an existing financial institution. In India, Google is pushing the adoption of Google Pay - its digital wallet into not just mobile apps but also through physical brick and mortar stores. Google Pay has already seen a huge rise in adoption with over 55 million users downloading the app and having clocked up more than 750 million transactions over the year. Digital wallet apps in its constant drive to improve its value proposition and differentiation are out to build partnerships with key merchants in each market they operate in, offering discounts and loyalty points. In the United States, Apple is positioning itself as the premium digital wallet. Banks supporting Apple Pay has grown over 4,900 in number. Amazon Pay – the digital wallet offered by Amazon is now pushing its way into brick-and-mortar stores. Amazon is also focusing on gas stations, restaurants and other merchants that wouldn't see Amazon as a business rival, offering them lower payment-processing fees. Large technology companies, driving these digital wallet apps are now able to gain more insight into customer purchase habits. Using their existing competence in big data analysis, they are in a perfect position to collect, analyze and segment users into smaller clusters – with lower credit risk scores for effective credit offerings and into clusters which are of potential interest to merchants, due to their transaction habits for advertising needs. Traditional banks are waking up to the impact of growth in digital wallet adoption, where large technology companies are well poised to lead. To retain the mindshare and brand relevance, traditional nationalized banks will have to establish new partnerships, that offer more value and stay relevant to their customer habits. Additional References David W. Schropfer, The SmartPhone Wallet: Understanding the Disruption Ahead, pp 17-60 Wikipedia, the free encyclopaedia, Digital wallet - https://en.wikipedia.org/wiki/Digital_wallet Google Pay stylized G Pay is a digital wallet platform and online payment system developed by Google to power in-app and tap-to-pay purchases on mobile devices, enabling users to make payments with Android phones, tablets or watches https://pay.google.com/about/ Amazon Pay is an online payments processing service that is owned by Amazon. Launched in 2007, Amazon Pay uses the consumer base of Amazon.com and focuses on giving users the option to pay with their Amazon accounts on external merchant websites https://www.amazon.in/gp/sva/dashboard Apple Pay is a mobile payment and digital wallet service by Apple Inc. that allows users to make payments in person, in iOS apps, and on the web. It is supported on the iPhone, Apple Watch, iPad and Mac https://www.apple.com/apple-pay/ Samsung Pay is a mobile payment and digital wallet service by Samsung Electronics that lets users make payments using compatible phones and other Samsung-produced devices - https://www.samsung.com/in/samsung-pay/ Microsoft Pay is a mobile payment and digital wallet service by Microsoft that lets users make payments and store loyalty cards on certain devices. Making payments is currently supported on the Microsoft Edge browser. - https://www.microsoft.com/en-us/payments Banking Leave a reply Your email address will not be published. Required fields are marked *
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14th December 2018 Banking
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on 14th December 2018 / by webmaster
Most banking operations involve time-consuming, repetitive processes. Many of these processes, which do not require human intervention can be automated. With robotic process automation, bank operations can be done at a greater scale, speed, and accuracy that is not possible with humans. This has a direct impact on accuracy, efficiency to staffing issues and its related expenses. With robotic process automation, the need for data reconciliation is also significantly reduced. Robotic process automation puts to work robots that work on the processes round the clock, without being fatigued. It improves the operational SLAs, speeds up work outcomes, removes opportunities for errors, and make banks perfectly suited to scale up with very less staff. Either by increasing computational power or by increasing the number of robots, banks can adjust itself for peak hours. Robotic process automation also eliminates a significant number of backlogs, which translates into significant savings. In India, ICICI Bank using robotic process automation for processing one million transactions daily, with higher accuracy. The bank has identified two hundred such processes across various functions, where it could be further applied. The customized version of Pega’s OpenSpan, a robotic process automation tool is used for this purpose. Additional References Srikanth Merianda, Robotic Process Automation Tools, Process Automation and Their Benefits: Understanding Rpa and Intelligent Automation, pp 8-30 Pegasystems Inc. is a robotic process automation software provider, headquartered in Cambridge, Massachusetts in the United States. https://www1.pega.com/products/pega-platform/robotic-automation Blue Prism is a robotic process automation software provider, headquartered in Newton-le-Willows, United Kingdom. www.blueprism.com/ Automation Anywhere is a robotic process automation software provider, headquartered in San Jose, California, in the United States. https://www.automationanywhere.com/ ICICI Bank deploys software robotics to automate business processes - The Economic Times - https://cio.economictimes.indiatimes.com/news/strategy-and-management/icici-bank-deploys-software-robotics-to-automate-business-processes/54179316 Banking Leave a reply Your email address will not be published. Required fields are marked *
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03rd December 2018 Online Media
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on 03rd December 2018 / by webmaster
Eighty percent of the internet website audience already watch some form of video, but mainly in short-form; the average length of an Internet video stream today is only about three minutes. This is changing rapidly and the long-form video, streamed, real-time or batched, will soon become the dominant form of content. Delivering long-form video content is bandwidth intensive. While most low-end websites have resorted to posting video content on YouTube, this might not be a good option for those media who wish to monetize the content exclusively on their website. In the media business, latency in content or user-perceived slow response time is of huge concern. Slow response is the single greatest contributor to website audience abandoning them. Audiences will move on to another site, after waiting for a certain amount of time if they experience freezing in video playback. Quality of content is of little value unless delivered intact to the user. Content delivery networks have come as an answer to this issue and empower the media companies to stream bandwidth-intensive heavy media files across the Internet. A content delivery network replicates the content from the original server to cache servers - also called as replica servers, that are spread across the globe. Content requests are then redirected to the cache server, that is closest to the user, and that server delivers the requested content. This is the reason why visitors get greater speed and higher quality. The integration of content delivery network also solved the common problem of flash crowds, where thousands of visitors come to the website and try to get the same content at the time. This can happen, for example, during webcasts of popular shows or sports events, or when the news is spreading about a natural disaster or man-made catastrophe. The integration of content delivery network added the ability of a network to adapt to increasing demands. It can act as a shock absorber for network traffic by automatically providing capacity-on-demand to meet flash crowd requirements. This capability will significantly increase the experience of the audience and the content provider’s reputation, resulting in additional revenue. Additional References Dom Robinson, Content Delivery Networks: Fundamentals, Design, and Evolution, pp 18-86 Content Distribution Network, Akamai, https://www.akamai.com/us/en/resources/content-distribution-network.jsp Why use a Content Delivery Network (CDN)? Gtmetrix - https://gtmetrix.com/why-use-a-cdn.html What is a CDN? KeyCDN https://www.keycdn.com/what-is-a-cdn Optimized to Improve Website Performance, Sucuri - https://sucuri.net/website-performance/ Intro to CDNs (Content Delivery Networks) & How They Speed Up Your Site, Machmetrics - https://www.machmetrics.com/speed-blog/intro-cdns-content-delivery-networks-speed-site/ Online Media Leave a reply Your email address will not be published. Required fields are marked *
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03rd December 2018 Online Media
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on 03rd December 2018 / by webmaster
The success of ‘The New York Times’ shifting its focus from advertising to subscriptions first company has encouraged many other publishers like The Wall Street Journal, Bloomberg News, and the Financial Times to implement a paywall and moved beyond the free content. ‘The New York Times’ today, earns two-thirds of its revenue from subscriptions. New York Media, another digital media publication has now followed the footsteps and added paywall subscriptions at a cost of $5 a month or $50 annually. For $70 a year, the company will include a print edition onetime weekly. According to the management, the pay model will allow readers access to a certain number of stories before shutting off the access. While the recent paywall enrolments have been seen in a good light, the big media brands realize the increasing need for digital expertise rather than just publishing content. Moving past the initial success of the paywall acquisition strategy, the company will have to focus on retention in a big way. Retention of the audience that is culturally diverse is challenging and publishers are sure to be lost without clear readership insights. The only way to know what you are doing is right, is to measure it periodically and adapt them along the way. Additional References Our Path Forward, The New York Times - https://www.nytco.com/wp-content/uploads/Our-Path-Forward.pdf Charles Angelucci and Julia Cag, Newspapers in Times of Low Advertising Revenues, BerkeleyHaas, https://www.haas.berkeley.edu/groups/marketing/sics/pdf_2016/paper_ac.pdf Stop the presses, KPMG - https://home.kpmg.com/content/dam/kpmg/co/pdf/co-17-01-08-tmt-stop-the-presses.pdf Alexis C Madrigal, Prepare for the New Paywall Era, The Atlanic - https://www.theatlantic.com/technology/archive/2017/11/the-big-unanswered-questions-about-paywalls/547091/ Andrea Carson, Behind the newspaper paywall – lessons in charging for online content: a comparative analysis of why Australian newspapers are stuck in the purgatorial space between digital and print https://www.researchgate.net/profile/Andrea_Carson3/publication/281762017_Behind_the_newspaper_paywall_-_lessons_in_charging_for_online_content_a_comparative_analysis_of_why_Australian_newspapers_are_stuck_in_the_purgatorial_space_between_digital_and_print/links/56fd0d7908aea3275abb85f3/Behind-the-newspaper-paywall-lessons-in-charging-for-online-content-a-comparative-analysis-of-why-Australian-newspapers-are-stuck-in-the-purgatorial-space-between-digital-and-print.pdf Online Media Leave a reply Your email address will not be published. Required fields are marked *
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03rd December 2018 Online Media
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on 03rd December 2018 / by webmaster
Imagine a visitor came to your site, two times a day. At the first instance, he found your media brand selling premium content through a Facebook advertisement in his newsfeed. He clicked on the advertisement and visited the media site. In the second instance, a few hours later during the day, after having gathered some more information he Googled the media brand name, he clicked the paid search results and landed on your site. In the second visit, imagine he subscribed to your premium content and made the necessary payment. While measuring the effectiveness of the campaigns, the campaign manager would find zero conversions against Facebook ads, while one conversion against Google paid ads. The conversion in the second instance would not have happened had he not seen the Facebook banner ad campaign. This would mislead the campaign manager who would now give less weightage to the first click that came through the Facebook campaign. Depending on the type of products or services for which you’re running campaigns, the time taken to decide would also vary. For e.g.: Long sales cycles are particularly common when the value of the service you have advertised is considerably high. Shorter sales cycles and impulsive purchases are common when the price is lower, and the risk associated with the purchase is lower. Highlighting the last click that resulted in the sale in the same session would not give the due weightage for the clicks that introduced the brand. All web analytics tools do not completely reveal the entire customer journey and hence advertised budgets are being wasted. An agency in their individual brand study collected feedback from buyers and realized that the high-value buyers had seen on an average at least seven campaigns of the brand. All buyers recall having seen at least three campaigns. While the last campaign results according to the campaign manager, showed only 50% of the audience reached resulted in a sale and rest is wasted. The metrics according to the agency would guide you to think that the rest of the ad exposure was wasted since they did not convert in the same session. This is the biggest trap of last click attribution that is widely practiced in free web analytics tools. Additional References Himanshu Sharma, Attribution Modelling in Google Analytics and Beyond, pp. 49-235. Tahir M. Nisar and Man Yeung, Attribution Modelling In Digital Advertising, Journal of Advertising Research Patrick Jordan, Mohammad Mahdian, Sergei Vassilvitskii and Erik Vee, The Multiple Attribution Problem in Pay-Per-Conversion Advertising, Stanford University - http://theory.stanford.edu/~sergei/papers/sagt11-multattr.pdf Attribution Whitepaper 2015, Internet Advertising Bureau - https://www.iabuk.com/sites/default/files/public_files/Attribution_White_Paper_0.pdf Last Click Attribution: A Simple Way to Misallocate Your Budget, Dataxu - https://www.dataxu.com/wp-content/uploads/MarketPulse-3.pdf Online Media Leave a reply Your email address will not be published. Required fields are marked *
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03rd December 2018 Public Sector
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on 03rd December 2018 / by webmaster
Today’s citizen expects a modern, streamlined, and responsive citizen service experience across government institutions, comparable to leading private-sector organizations. An online web-based service ensures that citizens get consistent, accurate, and up-to-date answers regardless who is at the service desk. Documenting the frequently asked questions and guiding citizens with helpful text on the website can help reduce the calls to the support desk. A government institution’s frontline employees need to be empowered digitally to search for a wide range of government programs. They must have access to a single repository to look up details with contact details of a program in charge, to reach out in event additional information is required. Implementing digital communication boards with the right content near the waiting lounge significantly drops the anxiety, response time at the query desk, empowering the support personnel to be more effective. Shifting from paper-based communication to online web-based forms along with payment through the website can significantly reduce the interaction time at government offices. Designing an effective document workflow and automating the process ensures that routine tasks are completed on time – without delay. Citizen experience programs in government institutions should include periodic measurement and feedback on the ease of use of services, simplicity, efficiency or speed, transparency of the process, quality of the service or its usefulness, and the attitude of service delivery employees etc. Implementing self-service kiosks at the offices can redirect the citizen to the right desk without additional delay. As citizen moves along within or between government facilities, using access-controlled RFID tags, institutions can measure the process timeliness and efficiency, not just at the transaction level but also the effectiveness when the service involves intra-department approvals, and inter-department approvals wherever applicable. Using root cause analysis, the delays in service delivery parameters can be questioned and additional steps to either tweak the procedures or empower the front-line managers can be taken. By integrating SMS alerts to the workflow – citizens can get proactive communication on the status of government services enrolled for, along with options to escalate to higher authorities, when needed. Citizen programs with high-impact should be classified separately and run with cloud-based digital dashboards that present the administrators with key metrics that can be tracked on a continuous basis - such as transaction success rate, timeliness, and other mission-specific outcomes. The issues faced by citizens in these programs must be addressed on a high priority basis. As the quality of government service delivery increases, public attitudes toward government also change for the better. Quality of service at government institutions is a true reflection of a well-performing government. Additional References Myungjung Kwon, Citizen, Customer, Partner: Engaging the Public in Public Management. How Local Governments Are Using Technology to Serve Citizens Better, Havard Business Review - https://hbr.org/2016/01/how-local-governments-are-using-technology-to-serve-citizens-better Emma Dudley, Diaan-Yi Lin, Matteo Mancini, and Jonathan Ng, Implementing a citizen-centric approach to delivering government services, McKinsey - https://www.mckinsey.com/industries/public-sector/our-insights/implementing-a-citizen-centric-approach-to-delivering-government-services Citizen Charters: Enhancing Service Delivery through Accountability, The World Bank - http://siteresources.worldbank.org/EXTSOCIALDEVELOPMENT/Resources/244362-1265299949041/6766328-1298477370227/7751772-1346353066230/Citizens-Charters.pdf Zendesk Inc. is a customer service software company headquartered in San Francisco, California, USA. https://www.zendesk.com/ Help Scout, is a help desk software company headquartered in Boston, Massachusetts. The company provides an email-based customer support platform, knowledge base tool, and an embeddable search/contact widget for customer service professionals - https://www.helpscout.net/ Public Sector Leave a reply Your email address will not be published. Required fields are marked *
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03rd December 2018 Education
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on 03rd December 2018 / by webmaster
Multinational corporations are now increasingly faced with the challenge of operating across partner companies with diverse corporate cultures. For leaders who are currently leading these business functions or would likely move into such roles - training plays a vital role. Managers from the human resource department understand that the existing training modules on rapport building and negotiation techniques are not good enough for these leadership roles. According to them, what is missing is a sensitization on the differences in culture and practical ground level knowledge on how deeply it has become part of how we understand the ‘normal way’ of working. Training and human resource development managers were looking to develop a web-based training tool that could induce cultural intelligence and give them the ability to adapt effectively to diverse people from diverse backgrounds, in new geographical settings, with ease. They also wanted the system to measure the progress in sensitization effectiveness, for each participant. An off-the-shelf training software was not good enough for putting together such demanding course material on cultural intelligence and measuring its impact of the participants. Effect of cultural differences on work behaviors needed more than just basic awareness about the difference in cultures. This would require imbibing ground level knowledge on the difficulties that managers would face. It required a collaboration of participants and active development of materials from experience of anthropologists and business trainers in the context of cultural understanding. Once the system was developed, selected employees were handpicked, sensitized and put on regular long-duration expatriate assignments. Based on a twelve-point scorecard, developed in consultation with multiple stakeholders - the systems were now able to measure the progress of each of these employees after each assignment. Participants periodically came together online and shared their experiences and learnings. from spend time in unfamiliar countries and cultures. Over a period of three years, the mentors noted down valuable feedback which in turn was then used to improve future training materials. In addition, the training tool measured how individual’s ability had accentuated towards the achievement of organization goals. The training system also helped the organization uncover employee values in difficult and conflicting situations where multiple stakeholders were involved. The training system also enabled the human resource department to bring forth more focus in developing global talent, that is fit to make global assignments. Additional References David C Thomas and Kerr Inkson, Cultural Intelligence: Living and Working Globally Second Edition Bramble, W. J. & Panda, S. Economics of Distance and Online Learning: Theory, Practice and Research (2008). Terry Anderson, The Theory and Practice of Online Learning - Second Edition Moodle is a free and open-source learning management system written in PHP and distributed under the GNU General Public License - https://moodle.org/ Adobe Captivate is an authoring tool that is used for creating eLearning content such as software demonstrations, software simulations, branched scenarios, and randomized quizzes in Small Web Formats and HTML5 formats. - https://www.adobe.com/products/captivate.html Docebo is a software provider for learning management system for companies and their employees, partners and customers. - https://www.docebo.com/ Education Leave a reply Your email address will not be published. Required fields are marked *
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28th November 2018 Public Sector
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on 28th November 2018 / by webmaster
The Internet is a mission-critical infrastructure, for any nation. Increasingly government institutions are making their services available online to improve citizens' quality of life. Government websites are often prey to cyber-attack by a malicious party aiming to disrupt a website on the Internet. Amongst the many of these cyber-attack threats, the availability-based attack threat is one of the most serious security threats affecting websites or commonly referred to as denial-of-service attacks. When the attack is carried out by using more than one attacking machine, it is called a distributed denial-of-service (DDoS) attack. Government websites that lack adequate cyber-defence to handle a new generation attack like distributed denial of service, fall prey to the attack, often to exert financial or political pressure. The threat is most often than not, devised by a volunteer activist or cyber terrorist that is an expert in hacking networks. Distributed denial of service is an attack on the web server infrastructure and network resource capabilities by causing the server’s or network’s resources to be consumed to the point where the service is no longer responding, properly. Hackers could use varied methods to reach this objective, such as: Volumetric floods - An attack by redirecting large amounts of web traffic to the host server simultaneously. Network protocol level Attacks - An attack targeted on the network protocol by amplifying large amounts of data sent to the web server, so that the server on the receiving end is consumed to the point where the service is no longer responding. Application-level attacks - An attack targeted on depleting a key resource within an application with multiple requests, until the capacity has exceeded. Multivector Attacks – where the attacker uses a combination of the different types of attacks. In several instances, the attack starts out as a flood of traffic attack toward the network, then morphing into various other forms of attacks such as network protocol-level attack or application-level attack. Government institutions fail to recognize that a firewall is adequate to safeguard itself against a sophisticated and planned distributed denial of service attack. While many new-generation firewalls, claim to have a built-in protection, the most recommended practice to safeguard against a distributed denial of service attack, is to use a dedicated cloud-based protection service that scrutinizes all inbound traffic and mitigates the risk, even before it can hit your firewall or other components of the IT infrastructure. A dedicated cloud-based protection service, mitigates it in three stages: Detection – To be able to distinguish an attack is the most important step in mitigating the risk. Response & Re-routing - in this step, the cloud-based service responds to an incoming malicious traffic and intelligently routes it preventing denial-of-service. Learning & Adapting - the network now learns repeatedly offending IP addresses, and re-prioritizes the traffic from a similar source based on the learnings from past data. It also looks for similar patterns in attacks and re-prioritize traffic from few countries or select geographical regions. Government and enterprise websites are now waking up to the need of having a dedicated cloud-based protection service, to actively defending itself against a distributed denial of service attack. Additional References Eric Chou and Rich Groves, Distributed Denial of Service (DDoS) Practical Detection and Defense, pp. 1-14. Imperva, is a cyber security software and services provider headquartered in Redwood Shores, California, in the United States. https://www.akamai.com/uk/en/resources/ddos-protection.jsp Radware is a load balancing and cybersecurity services provider headquartered in Mahwah, New Jersey, in the United States. https://www.radware.com/products/defensepro/ Akamai Technologies, Inc. is a content delivery network and cloud service provider headquartered in Cambridge, Massachusetts, in the United States. https://www.akamai.com/uk/en/resources/ddos-protection.jsp Cloudflare is a U.S. company that provides content delivery network services, DDoS mitigation, Internet security and distributed domain name server services https://www.cloudflare.com/learning/ddos/ Dyn, Inc. is an Internet performance management and web application security provider headquartered in Manchester, New Hampshire, in the United States. https://dyn.com/ddos/ Public Sector Leave a reply Your email address will not be published. Required fields are marked *
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28th November 2018 Public Sector
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on 28th November 2018 / by webmaster
The road transport department is constantly battling with the problem of poor routing and scheduling; random criminal acts that destroy public transport vehicles - resulting in higher maintenance cost. The department is also faced with the problem of having very little data available at their disposal to track and optimize the current fleet’s performance. The complexity of the problem further enhances when public transport vehicles start and return from multiple depots, and many of these routes are return journeys to the original depot. The road transport department integrated a route planning software to map all the passenger pickup points and schedule the routes automatically. The software automatically adjusts when a new pick up point is added or removed. Additionally, the maximum carrying capacity of the vehicle, the median number of passengers that can be serviced along the route and capping the maximum distance assigned to a single vehicle at a stretch were additional factors to be considered while fixing the route. If the passenger demand at a single stop is not met completely then another vehicle was assigned to pick up additional passengers from that stop. By varying the intervals of transport service, during rush hours and normal hours, the road transport department was able to save significantly on the cost incurred on fuel charges without compromising on its service mission objectives. The road transport department later integrated a live vehicle tracking system to each public transport vehicle, that enabled them to view both historical and live data. Along with this, the driver’s average speed, punctuality, duration of break time taken between the journeys were also be monitored remotely. The vehicle location tracking system also provided a easier way to send assistance to the scene – in event of an emergency, from an vehicle operator’s perspective. The data on current and historical vehicle locations has provided the administrators the ability to validate and investigate citizen complaints faster. The vehicle location tracking system also gave data and foresight into traffic congestions and arrive at the approximate arrival time which was later integrated into the display board at the pick-up stations in the route. The road transport department later integrated a video surveillance system into each of its vehicles that significantly contributed to passenger safety of women during late hours. The video surveillance system also revealed the cleanliness of the vehicles and insight into the staff behaviour to passengers which were now being monitored remotely. In event of criminal acts creating disturbances on the vehicles, the video surveillance system made it easier to track the perpetrator committing the crime. The very presence of a video surveillance system on the vehicle also dissuaded the occurrence of the criminal acts, resulting in lower maintenance cost on vehicle repairs. Additional References Harvey J. Miller and Shih-Lung Shaw, Geographic Information Systems for Transportation: Principles and Applications (Spatial Information Systems), pp. 130-290.1st edition. Fleetminder - Australian company that provides location tracking devices suited for cars, vans, trucks, trailers, boats, etc. https://www.fleetminder.com.au/ Fleetio - is a web-based fleet management system that helps businesses get more from their moving assets. Users can log maintenance & service history online, measure fuel economy and schedule automatic reminders for their vehicles - all in one place, from anywhere https://www.fleetio.com/ Teletrac Navman - Teletrac provides cloud-based GPS fleet tracking software and is headquartered in Southern California. https://www.teletracnavman.com/ Quartix: is a vehicle tracking and telematics solutions provider - https://www.quartix.net/ Public Sector Leave a reply Your email address will not be published. Required fields are marked *
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27th November 2018 E-commerce & Retail
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on 27th November 2018 / by webmaster
Fast-food restaurants managers are in the eternal pursuit of reducing waiting time for customers. They understand that customers have a busy lifestyle. During the rush hour, when people queue up before the cash register and it becomes crowded, kiosks give customers the option of placing their own orders. They could enter their choices on their own and have the kitchen preparing their orders, reducing the wait time for their meals. Order taking kiosks are designed to emotionally engage the end user, in line with the restaurant’s brand. When customers place their own orders through a kiosk, it’s easy for them to see all options available, add-on or a request for special preparation. Kiosks never forget to upsell — and offers for side dishes, drinks, or upsizing options to a full meal automatically. Order taking kiosks integrated with cloud-based Fast-food restaurant solution provides a unified seamless experience – throughout the entire workflow integrating the peripherals such as point of sale systems, kitchen monitors, digital menu boards, back office systems, and even restaurant analytics using a comprehensive interface. Centralized management platform adds a layer of security with customizable login privileges along with the flexibility of customizing the business rules, along the way. Additional References Micah Solomon, High-Tech, High-Touch Customer Service: Inspire Timeless Loyalty in the Demanding New World of Social Commerce, 2012, pp 41-58 Yeti - software provider for self-service kiosk systems, headquartered in San Francisco, in the United States - https://yeti.co/services/interactive-kiosk-software/ Touchway - software provider for self-service kiosk systems, headquartered in Switzerland - https://www.touchway.com/en/ Faronics - software provider for self-service kiosk systems, headquartered in Vancouver, British Columbia, Canada - https://www.faronics.com/deep-freeze-cloud-endpoint-customization Provisio is a - software provider for self-service kiosk systems, headquartered in Miami, Florida, in the United States - https://www.provisio.com/web/us/homepage E-commerce & Retail Leave a reply Your email address will not be published. Required fields are marked *
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