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9E0-851 - Customer Response Solution 3.0 (CRS) - BrainDump Information

Vendor Name : Cisco
Exam Code : 9E0-851
Exam Name : Customer Response Solution 3.0 (CRS)
Questions and Answers : 292 Q & A
Updated On : December 13, 2018
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9E0-851 exam Dumps Source : Customer Response Solution 3.0 (CRS)

Test Code : 9E0-851
Test Name : Customer Response Solution 3.0 (CRS)
Vendor Name : Cisco
Q&A : 292 Real Questions

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Cisco Cisco Customer Response Solution

diversity, Inclusion, Equality – Be You, With Us at Cisco | killexams.com Real Questions and Pass4sure dumps

I count myself as lucky.

i'm supported via a terrific family unit and friends, a phenomenal team, and a company that is familiar with that being your self permits you to deliver your most advantageous to work.

At Cisco, it isn’t simply coverage or a advertising pitch to “be you, with us” – it's our tradition, and that lifestyle is what makes it so an awful lot more convenient to in fact be yourself here. We guide one an extra and we now have every different’s backs – and i have felt that first hand from Cisco management to fellow co-people in view that being diagnosed with Gender Dysphoria.

Transgender consciousness Week, which starts off nowadays and concludes with the foreign Transgender Day of Remembrance on November 20th, is awfully essential to me. It’s crucial because I identify as a woman with a trans historical past and have medically transitioned in fresh years. intellectual and social transition is some thing that takes a lot longer and here is where every adult has the skill to affect a trans or non-conforming person’s existence.

My very own story begun at age eleven. I had an inkling that I did not fit into the stereotypical classes and crowds presented to me. with no cyber web to research, and my Encyclopaedias giving me no answers – I internalized plenty. i used to be shy, and besides the fact that I had been gregarious in nature – I didn’t understand a way to talk about what i used to be experiencing.

i was a disengaged child. no longer knowing the place I slot in society, I didn’t perform neatly in college. but by the time I turned 17, I knew what the change turned into.

It become at this element of realisation that I begun to panic and seek options. I spent a long time searching for a treatment or a method to cease myself from having these options. I seemed for ways to try and align with ‘common’ americans and mix in. Nothing labored.

That’s when I visited a gender specialist.

i was counseled all through this session that i used to be affected by a medical situation called Gender Dysphoria, or the circumstance of feeling one’s emotional and psychological identification as male or feminine to be contrary to one’s organic intercourse.

more frequently americans may seek advice from me as being trans or transgender, youngsters I personally suppose this does not characterize the situation.

at first, the prognosis settled me – after years of searching for a solution, I at last had one. knowing that there changed into a clinical situation associated with how I felt become critical, and helped to resolve many things for me personally.

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I spent plenty of my existence absorbed in my work, quietly combating off demons in my mind and hiding them from these round me. Even in announcing that, my lifestyles has been wonderful and whole – however I made it this manner so that I’d remain occupied.

It turned into at this point when my “ah-ha!” moment took place!

After nearly a complete lifetime of in search of solutions and searching for answers, there changed into now a direction to comply with – and that i could see it too! This direction became going to permit me to be my genuine self, the person I always may still’ve been, and the adult that could express themselves as they wish.

Transition is not whatever to be taken lightly. It’s a tough manner – medically and mentally –and also you want a superb help device round you to get through it. If I might propose anybody who at the moment has similar concerns, and here's now not constrained to gender dysphoria, it will be to are seeking information – seek advice from a person – open up your heart, because a happier vicinity is looking ahead to you. It’s ok to now not be k.  the 1st step is the greatest but once you are over it, issues do enrich.

i am very lucky that I are living in part of the realm that enables and adopts diversity and that i'm surrounded by way of people who care about my happiness. My mother particularly has amazed me, and at each stage – she categorically raises her video game.  i am additionally lucky in that I work for Cisco – an organization that actively supports inclusion, range, and being your true self.

Cisco has been here each step of ways, too. through seven scientific tactics inside an 18-month duration, Cisco allowed me to have the time I essential to attend scientific consultations, have surgery, and get well. What they’ve enabled me to do is in fact stunning.

I actually have simply begun a new role at Cisco, and i am so excited in regards to the challenges and opportunities that look forward to on this new team. i'm not hiding away both! My position is client facing and each day is diverse, and i firmly trust that it is my experience and expertise that earned me this position.

these days, i am me, Cheryl McKay, it’s that basic – and my complete life is in entrance of me!

My journey has been a hell of experience, however i am fortunately via to the different side. I used to assert that i am the same person with a different identification – but, that’s really not the case.

I’m now not the equal. I’m an improved grownup as a result of i'm my authentic authentic self, and a far better worker for Cisco due to their guide.

during this week, and particularly on November twentieth, it is a time the place the Trans community and our allies come collectively to remember the hazards of lack of expertise and bigotry. world wide all the way through this week a listing of names may be examine. These are the names of those that were murdered as a result of hatred – with ease because they were honest with themselves adequate to specific who they actually are.

this is a chance to reflect, to be aware people that have died and to honour people who refuse to are living in the shadows, and in many instances, to pay tribute to people who have taken on the biggest intellectual and actual problem of their lives.

consider that everybody you meet can be combating a harder fight, and that kindness can go so much extra than hate or intolerance. truly, a kind observe or a smile may make somebody’s day, week, 12 months or life!

need to #LoveWhereYouWork too? that you can. We’re hiring.


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Cisco techniques Cuts a whole lot From customer experience organization | killexams.com Real Questions and Pass4sure dumps

Cisco programs has pushed through a round of layoffs in its client event business, asserting the adjustments are part of the networking huge's continuing transformation into a software- and subscription revenue-led organization.

"Over the final several years, we now have been transforming Cisco to convey even improved cost to our consumers," a Cisco spokesperson referred to in a statement regarding the cuts. "We continue to make selections to make certain that our investments and components are aligned with strategic boom areas of the business."

The layoffs came Monday, below nine months after Cisco introduced on Maria Martinez to lead the customer event corporation. Martinez joined the company remaining March with a $13 million new employ cash bonus and a salary of $675,000, according to a fresh Cisco U.S. Securities and change fee filing. Martinez, a Salesforce and Microsoft veteran, fits smartly with Chairman and CEO Chuck Robbins' power to refocus Cisco on utility, features and routine income.

Cisco considers the client adventure corporation a key a part of its transformation, as well as its universal boom strategy. The division is prepared around the business's utility, subscription and services choices and is focused on driving cost through anticipating client wants and featuring personalized capabilities right through the consumer lifecycle.

The cuts have an effect on between 200 and 300 individuals in the consumer journey firm, in response to a record Tuesday within the Register. A senior government at one large North American solution issuer that works closely with Cisco informed CRN that latitude is correct.

Cisco, which employs about 70,000 individuals worldwide, has virtually 4,000 positions open at the moment, leaving open the probability of absorbing these being laid off into new roles. additionally, the answer issuer executive stated the layoffs are a chance for Cisco companions to recruit consumer event specialists themselves.

"it's complementary for the channel, who is asking to recruit people," the executive, who wished to stay nameless, referred to. "it be an opportunity for companions to recruit trained substances to build out their customer adventure crew across the software mannequin. it's a chance to fill that hole. They recognize the people, they recognize the know-how, so you're batting 1,000."




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9E0-851 exam Dumps Source : Customer Response Solution 3.0 (CRS)

Test Code : 9E0-851
Test Name : Customer Response Solution 3.0 (CRS)
Vendor Name : Cisco
Q&A : 292 Real Questions

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Customer Response Solution 3.0 (CRS)

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Carpenter Technology Reports First Quarter Fiscal Year 2019 Results | killexams.com real questions and Pass4sure dumps

Earnings per share of $0.65; solid performance partially offset by annual preventative maintenance shutdowns

Net Sales of $572.4 million; year-over-year revenue gains across all end-use markets

Backlog up 9% sequentially and 38% year-over-year

Continuing to invest in targeted growth areas including additive manufacturing and soft magnetics

PHILADELPHIA, Oct. 24, 2018 (GLOBE NEWSWIRE) -- Carpenter Technology Corporation (CRS) (the “Company”) today announced financial results for the fiscal first quarter ended September 30, 2018. For the quarter, the Company reported net income of $31.5 million, or $0.65 earnings per diluted share.

“Our first quarter results reflect further execution of our commercial strategy and success in capitalizing on strong market conditions partially offset by our annual preventative maintenance shutdowns at certain key work centers,” said Tony Thene, Carpenter’s President and CEO. “While this created a near-term headwind, our solutions focus continues to generate significant customer response as our backlog increased 9% on a sequential basis and 38% compared to last year.”

“Demand patterns are robust and all five of our end-use markets delivered year-over-year revenue growth.  In the Aerospace and Defense end-use market, engine activity remains near record levels and we are also generating healthy customer demand in other sub-markets. We also continue to experience strong demand for our titanium solutions in the Medical end-use market as we further implement our solutions-focused approach and broaden our relationships with leading industry OEMs.”

“Looking ahead, we are focused on executing our commercial and manufacturing strategies while also strategically investing in targeted growth areas that will enhance our long-term growth profile. This includes our announced acquisition of LPW Technology Ltd., a leader in advanced metal powders and powder lifecycle management solutions for additive manufacturing, and the investment in our high-value soft magnetics portfolio.  These priorities are consistent with our strategic mandate to be a complete solutions provider for our customers and best position Carpenter to deliver increasing long-term value to shareholders.”

Financial Highlights

($ in millions)   Q1   Q1   Q4     FY2019   FY2018   FY2018 Net Sales $ 572.4     $ 479.8     $ 618.0   Net Sales Excluding Surcharge (a) $ 456.3     $ 409.8     $ 494.5   Operating Income $ 45.0     $ 42.2     $ 59.9   Net Income $ 31.5     $ 23.4     $ 42.8   Cash Provided from (Used for) Operating Activities $ 9.4     $ (7.4 )    $ 118.5   Free Cash Flow (a) $ (41.7 )   $ (44.9 )    $ 55.9  

(a)  Non-GAAP financial measures explained in the attached tables

Net sales for the first quarter of fiscal year 2019 were $572.4 million compared with $479.8 million in the first quarter of fiscal year 2018, an increase of $92.6 million (or 19.3 percent), on 3.6 percent higher volume.  Net sales excluding surcharge were $456.3 million, an increase of $46.5 million (or 11.3 percent) from the same period a year ago.

Operating income was $45.0 million compared to $42.2 million in the prior year period. These results primarily reflect stronger end-use market conditions compared to the prior year period as well as the further execution of a solutions-focused commercial approach.

Cash provided from operating activities in the first quarter of fiscal year 2019 was $9.4 million, compared to cash used of $7.4 million in the same quarter last year.  The increase in operating cash flow was primarily related to increased earnings and improving working capital. Free cash flow in the first quarter of fiscal year 2019 was negative $41.7 million, compared to negative free cash flow of $44.9 million in the same quarter last year. Capital expenditures were $41.6 million in the first quarter of fiscal year 2019 compared to $28.9 million in the same quarter last year due to increased investment in target growth areas including additive manufacturing and soft magnetics.

Total liquidity, including cash and available revolver balance, was $411.0 million at the end of the first quarter of fiscal year 2019.  This consisted of $17.0 million of cash and $394.0 million of available borrowings under the Company’s credit facility.

Conference Call and Webcast Presentation

Carpenter Technology will host a conference call and webcast presentation today, October 24th at 10:00 a.m. ET, to discuss the financial results of operations for the first quarter of fiscal year 2019. Please dial +1 412-317-9259 for access to the live conference call.  Access to the live webcast will be available at Carpenter Technology’s website (http://www.cartech.com), and a replay will soon be made available at http://www.cartech.com. Presentation materials used during this conference call will be available for viewing and download at http://www.cartech.com.

Story Continues

Non-GAAP Financial Measures

This press release includes discussions of financial measures that have not been determined in accordance with U.S. Generally Accepted Accounting Principles (GAAP).  A reconciliation of the non-GAAP financial measures to their most directly comparable financial measures prepared in accordance with GAAP, accompanied by reasons why the Company believes the non-GAAP measures are important, are included in the attached schedules.

About Carpenter Technology

Carpenter Technology Corporation (CRS) is a recognized leader in high-performance specialty alloy-based materials and process solutions for critical applications in the aerospace, defense, transportation, energy, industrial, medical and consumer markets. Founded in 1889, Carpenter has evolved to become a pioneer in premium specialty alloys, including titanium, nickel and cobalt, as well as alloys specifically engineered for additive manufacturing (AM) processes and soft magnetics applications. Carpenter has expanded its AM capabilities to provide a complete “end-to-end” solution to accelerate materials innovation and streamline parts production. www.cartech.com.

Forward-Looking Statements

This presentation contains forward-looking statements within the meaning of the Private Securities Litigation Act of 1995. These forward-looking statements are subject to risks and uncertainties that could cause actual results to differ from those projected, anticipated or implied. The most significant of these uncertainties are described in Carpenter’s filings with the Securities and Exchange Commission, including its report on Form 10-K for the year ended June 30, 2018, and the exhibits attached to that filing. They include but are not limited to: (1) the cyclical nature of the specialty materials business and certain end-use markets, including aerospace, defense, industrial, transportation, consumer, medical, and energy, or other influences on Carpenter’s business such as new competitors, the consolidation of competitors, customers, and suppliers or the transfer of manufacturing capacity from the United States to foreign countries; (2) the ability of Carpenter to achieve cash generation, growth, earnings, profitability, operating income, cost savings and reductions, qualifications, productivity improvements or process changes; (3) the ability to recoup increases in the cost of energy, raw materials, freight or other factors; (4) domestic and foreign excess manufacturing capacity for certain metals; (5) fluctuations in currency exchange rates; (6) the effect of government trade actions; (7) the valuation of the assets and liabilities in Carpenter’s pension trusts and the accounting for pension plans; (8) possible labor disputes or work stoppages; (9) the potential that our customers may substitute alternate materials or adopt different manufacturing practices that replace or limit the suitability of our products; (10) the ability to successfully acquire and integrate acquisitions, including LPW Technology Ltd.; (11) the availability of credit facilities to Carpenter, its customers or other members of the supply chain; (12) the ability to obtain energy or raw materials, especially from suppliers located in countries that may be subject to unstable political or economic conditions; (13) Carpenter’s manufacturing processes are dependent upon highly specialized equipment located primarily in facilities in Reading and Latrobe, Pennsylvania and Athens, Alabama for which there may be limited alternatives if there are significant equipment failures or a catastrophic event; (14) the ability to hire and retain key personnel, including members of the executive management team, management, metallurgists and other skilled personnel; and (15) fluctuations in oil and gas prices and production. Any of these factors could have an adverse and/or fluctuating effect on Carpenter’s results of operations. The forward-looking statements in this document are intended to be subject to the safe harbor protection provided by Section 27A of the Securities Act of 1933, as amended (the “Securities Act”), and Section 21E of the Securities Exchange Act of 1934, as amended. Carpenter undertakes no obligation to update or revise any forward-looking statements.

PRELIMINARYCONSOLIDATED STATEMENTS OF INCOME(in millions, except per share data)(Unaudited)

    Three Months Ended     September 30,     2018   2017           NET SALES   $ 572.4     $ 479.8   Cost of sales   480.7     394.1   Gross profit   91.7     85.7             Selling, general and administrative expenses   46.7     43.5   Operating income   45.0     42.2             Interest expense   (6.3 )   (7.2 ) Other income, net   1.6     0.2             Income before income taxes   40.3     35.2   Income tax expense   8.8     11.8             NET INCOME   $ 31.5     $ 23.4             EARNINGS PER COMMON SHARE:         Basic   $ 0.66     $ 0.49   Diluted   $ 0.65     $ 0.49             WEIGHTED AVERAGE COMMON SHARES OUTSTANDING:         Basic   47.6     47.1   Diluted   48.2     47.3             Cash dividends per common share   $ 0.20     $ 0.18  

PRELIMINARYCONSOLIDATED STATEMENTS OF CASH FLOWS(in millions)(Unaudited)

    Three Months Ended     September 30,     2018   2017 OPERATING ACTIVITIES:         Net income   $ 31.5     $ 23.4   Adjustments to reconcile net income to net cash provided from (used for) operating activities:         Depreciation and amortization   29.7     28.7   Deferred income taxes   1.2     0.6   Net pension expense   2.9     3.6   Share-based compensation expense   3.0     4.2   Net loss on disposals of property and equipment   0.1     0.1   Changes in working capital and other:         Accounts receivable   (3.5 )   (1.2 ) Inventories   (50.5 )   (46.3 ) Other current assets   (6.5 )   (9.0 ) Accounts payable   47.5     15.9   Accrued liabilities   (40.8 )   (21.7 ) Pension plan contributions   (2.3 )   (4.2 ) Other postretirement plan contributions   (0.8 )   (0.5 ) Other, net   (2.1 )   (1.0 ) Net cash provided from (used for) operating activities   9.4     (7.4 ) INVESTING ACTIVITIES:         Purchases of property, plant, equipment and software   (41.6 )   (28.9 ) Proceeds from disposals of property and equipment   0.1     —   Proceeds from sale of marketable securities   2.9     —   Net cash used for investing activities   (38.6 )   (28.9 ) FINANCING ACTIVITIES:         Net change in short-term credit agreement borrowings   —     3.3   Dividends paid   (9.6 )   (8.6 ) Proceeds from stock options exercised   3.2     1.4   Withholding tax payments on share-based compensation awards   (4.1 )   (0.2 ) Net cash used for financing activities   (10.5 )   (4.1 ) Effect of exchange rate changes on cash and cash equivalents   0.5     (1.0 ) DECREASE IN CASH AND CASH EQUIVALENTS   (39.2 )   (41.4 ) Cash and cash equivalents at beginning of period   56.2     66.3   Cash and cash equivalents at end of period   $ 17.0     $ 24.9  

PRELIMINARYCONSOLIDATED BALANCE SHEETS(in millions)(Unaudited)

    September 30,   June 30,     2018   2018 ASSETS         Current assets:         Cash and cash equivalents   $ 17.0     $ 56.2   Accounts receivable, net   381.6     378.5   Inventories   740.5     689.2   Other current assets   49.0     54.9   Total current assets   1,188.1     1,178.8   Property, plant and equipment, net   1,316.8     1,313.4   Goodwill   268.7     268.7   Other intangibles, net   61.7     63.3   Deferred income taxes   4.5     4.3   Other assets   167.9     178.5   Total assets   $ 3,007.7     $ 3,007.0             LIABILITIES         Current liabilities:         Accounts payable   $ 255.9     $ 214.7   Accrued liabilities   107.5     148.6   Total current liabilities   363.4     363.3   Long-term debt   545.5     545.7   Accrued pension liabilities   285.1     288.8   Accrued postretirement benefits   108.7     108.2   Deferred income taxes   155.7     161.6   Other liabilities   58.6     53.5   Total liabilities   1,517.0     1,521.1             STOCKHOLDERS' EQUITY         Common stock   278.9     278.6   Capital in excess of par value   310.0     310.0   Reinvested earnings   1,498.8     1,475.9   Common stock in treasury, at cost   (335.9 )   (338.8 ) Accumulated other comprehensive loss   (261.1 )   (239.8 ) Total stockholders' equity   1,490.7     1,485.9   Total liabilities and stockholders' equity   $ 3,007.7     $ 3,007.0  

PRELIMINARYSEGMENT FINANCIAL DATA(in millions, except pounds sold)(Unaudited)

  Three Months Ended   September 30,   2018   2017 Pounds sold (000):       Specialty Alloys Operations 62,714     61,190   Performance Engineered Products 2,732     3,526   Intersegment 170     (1,370 ) Consolidated pounds sold 65,616     63,346           Net sales:       Specialty Alloys Operations       Net sales excluding surcharge $ 361.5     $ 325.6   Surcharge 114.0     71.2   Specialty Alloys Operations net sales 475.5     396.8           Performance Engineered Products       Net sales excluding surcharge 108.0     100.5   Surcharge 3.7     0.2   Performance Engineered Products net sales 111.7     100.7           Intersegment       Net sales excluding surcharge (13.2 )   (16.3 ) Surcharge (1.6 )   (1.4 ) Intersegment net sales (14.8 )   (17.7 )         Consolidated net sales $ 572.4     $ 479.8           Operating income:       Specialty Alloys Operations $ 52.8     $ 50.5   Performance Engineered Products 7.3     5.3   Corporate costs (15.8 )   (12.9 ) Intersegment 0.7     (0.7 ) Consolidated operating income $ 45.0     $ 42.2  

The Company has two reportable segments, Specialty Alloys Operations (“SAO”) and Performance Engineered Products (“PEP”).

The SAO segment is comprised of Carpenter’s major premium alloy and stainless steel manufacturing operations.  This includes operations performed at mills primarily in Reading and Latrobe, Pennsylvania and surrounding areas as well as South Carolina and Alabama.

The PEP segment is comprised of the Company’s differentiated operations. This segment includes the Dynamet titanium business, the Carpenter Powder Products (CPP) business, the Amega West business, the CalRAM business and the Latrobe and Mexico distribution businesses. The businesses in the PEP segment are managed with an entrepreneurial structure to promote flexibility and agility to quickly respond to market dynamics.  It is our belief this model will ultimately drive overall revenue and profit growth.  The pounds sold data above for the PEP segment includes only the Dynamet and CPP businesses.

Corporate costs are comprised of executive and director compensation, and other corporate facilities and administrative expenses not allocated to the segments. Also included are items that management considers not representative of ongoing operations and other specifically-identified income or expense items.

PRELIMINARYNON-GAAP FINANCIAL MEASURES(in millions)(Unaudited)

              Three Months Ended     September 30, NET SALES AND OPERATING MARGIN EXCLUDING SURCHARGE   2018   2017           Net sales   $ 572.4     $ 479.8   Less: surcharge   116.1     70.0   Net sales excluding surcharge   $ 456.3     $ 409.8             Operating income   $ 45.0     $ 42.2             Operating margin   7.9 %   8.8 % Operating margin excluding surcharge   9.9 %   10.3 %

Management believes that removing the impact of raw material surcharge from net sales and operating margin provides a more consistent basis for comparing results of operations from period to period, thereby permitting management to evaluate performance and investors to make decisions based on the ongoing operations of the Company. Management uses its results excluding surcharge to evaluate its operating performance and to discuss its business with investment institutions, the Company’s board of directors and others.

    Three Months Ended     September 30, FREE CASH FLOW   2018   2017           Net cash provided from (used for) operating activities   $ 9.4     $ (7.4 ) Purchases of property, plant, equipment and software   (41.6 )   (28.9 ) Proceeds from disposals of property and equipment   0.1     —   Dividends paid   (9.6 )   (8.6 ) Free cash flow   $ (41.7 )   $ (44.9 )

Management believes that the free cash flow measure provides useful information to investors regarding our financial condition because it is a measure of cash generated which management evaluates for alternative uses.

PRELIMINARYSUPPLEMENTAL SCHEDULES(in millions)(Unaudited)

    Three Months Ended     September 30, NET SALES BY END-USE MARKET   2018   2017 End-Use Market Excluding Surcharge:         Aerospace and Defense   $ 239.6     $ 215.6   Energy   37.5     28.8   Transportation   31.4     30.6   Medical   39.5     33.4   Industrial and Consumer   74.6     71.7   Distribution   33.7     29.7             Total net sales excluding surcharge   456.3     409.8             Surcharge   116.1     70.0             Total net sales   $ 572.4     $ 479.8  

Media Inquiries:William J. Rudolph, Jr.+1 610-208-3892wrudolph@cartech.com

Investor Inquiries:Brad EdwardsThe Plunkett Group+1 212-739-6740brad@theplunkettgroup.com


Butterball Turkey Talk-Line Callers Gobble Up Tips via Genesys Cloud-Based Customer Experience Platform | killexams.com real questions and Pass4sure dumps

SAN FRANCISCO and GARNER, N.C., Nov. 8, 2018 /PRNewswire/ -- Don't panic. Just call 1-800-BUTTERBALL. For more than 35 years, Butterball (www.butterball.com), a leader and innovator in the turkey industry, has staffed its Turkey Talk-Line™ with experts who are happy to answer all turkey-related questions throughout the holidays. To ensure that the 100,000-plus inquiries expected this year are answered efficiently and thoroughly, Butterball recently deployed the Genesys PureCloud® platform. PureCloud is an all-in-one cloud customer engagement and employee collaboration solution from Genesys® (www.genesys.com), the global leader in omnichannel customer experience and contact center solutions.

The scalable PureCloud solution allows Butterball's 50 Turkey Talk-Line experts and 35 consumer affair agents in two contact centers to accommodate customers from 9 AM to 9 PM Eastern Time daily during the seasonal spike — in both English and Spanish. On Thanksgiving Day alone, busy agents answer as many as 10,000 turkey-related questions.

"At Butterball, we take all things turkey seriously. We needed a customer experience platform that could help us achieve our goal of creating the best possible holiday cooking experience for all," said Pam Barnes, consumer affairs manager at Butterball. "PureCloud enables us to provide better service by offering diversified call options, including self-service features, and a callback function so we can more efficiently help consumers with product questions or cooking advice."

Butterball Benefits from Easy Integration and Better Reporting as a Result of PureCloud

According to Barnes, replacing the prior Butterball solution of an AT&T IVS system with Avaya 8400 PBX by the Genesys PureCloud platform required minimum hardware purchase and installation, making deployment timely and cost-effective. PureCloud was easily integrated with their current Wilke Global CRS system used for digital response channels including chats, texts and emails. This seamless integration allowed Butterball to implement a screen-pop feature that automatically registers the caller's number in the Wilke Global CRS contact database, quickly identifying new, repeat or chronic callers.

Improved data reporting was high on the Butterball wish list of capabilities for the new system, so an important reason for selecting the PureCloud solution was its ability to provide managers with detailed reports on the health of both contact centers. These reports are used to analyze and reduce call abandonment rate and ultimately enhance agent performance. Agents are simultaneously provided with personal call statistics, which offers motivating feedback to the Turkey Talk-Line team. With this increased information, Butterball agents have found it easier to optimize caller satisfaction.

Currently, both agents and callers are raving about the added "callback function," which prevents holiday chefs from waiting on hold and allows agents to provide faster service. As the volume of turkey-related questions continues to increase, Butterball plans to implement additional PureCloud functions to meet their customers' evolving expectations.

Overall, Butterball has been impressed with the Genesys vision for product innovation. "We love the ease of use and breadth of services that PureCloud offers," Barnes said. "The platform provides us with solutions to the concerns that we had with our prior system and ensures that no turkey question goes unanswered."

Launched globally in 2015, the PureCloud platform is a unified, all-in-one customer engagement and business communications solution that is proven to provide a return on investment (ROI) nearing 600 percent* in three years and payback in less than three months. A true cloud offering based on microservices architecture, PureCloud is flexible, open, feature-rich, and built for rapid innovation, providing organizations with a future-proof solution for quickly scaling to meet customer growth.

*A commissioned Total Economic Impact™ of Genesys PureCloud study conducted by Forrester Consulting on behalf of Genesys, December 2017.

About ButterballHeadquartered in Garner, N.C., Butterball is the largest producer of turkey products in the U.S. – producing more than 1 billion pounds of turkey each year. For more than 60 years, the company has provided foodservice and retail products to customers and consumers around the world. As an industry leader in quality, food safety and animal well-being, the company employs numerous processes to ensure the health of flocks and implements recognized prevention measures to exceed food safety standards. Butterball products are currently distributed throughout the U.S. and in more than 45 countries. Butterball operates six processing plants located in North Carolina, Arkansas, and Missouri.

For consumer questions or information, please visit Butterball.com or call 1-800-BUTTERBALL (1-800-288-8372). Visit ButterballCorp.com for corporate information about the company.

About Genesys Genesys® powers more than 25 billion of the world's best customer experiences each year. Our success comes from connecting employee and customer conversations on any channel. Every day, 11,000 companies in more than 100 countries trust our #1 customer experience platform to drive great business outcomes and create lasting relationships. Combining the best of technology and human ingenuity, we build solutions that mirror natural communication and work the way you think. Our industry-leading solutions foster true omnichannel engagement because they perform equally well across channels, on-premise and in the cloud. Experience communication as it should be: fluid, instinctive and profoundly empowering. Visit genesys.com on Twitter, Facebook, YouTube, LinkedIn and the Genesys blog.

©2018 Genesys Telecommunications Laboratories, Inc. All rights reserved. Genesys, the Genesys logo and Genesys PureCloud are trademarks and/or registered trademarks of Genesys. All other company names and logos may be registered trademarks or trademarks of their respective companies.

Contacts:Christa Leupen Public Relations Manager Butterball, LLCcleupen@butterball.com +1 919-255-7598

Rachel FaulknerPublic Relations DirectorGenesysrachel.faulkner@genesys.com  +1 317-715-8109

Lisa HawesSterling Communicationsgenesys@sterlingpr.com  +1 408-395-5500

SOURCE Genesys

Related Links

http://www.genesys.com


Customer Analytics Is Key To Growth In Banking | killexams.com real questions and Pass4sure dumps

Understanding customers is the foundation to a sustainable competitive advantage in banking. Therefore, financial marketers can no longer wait to embrace the power of advanced analytics to gain insights and evaluate opportunities that will improve cross-selling, up-selling and enhance share of wallet.

Subscribe TodayIt is amazing how some topics continue to stay relevant in banking despite the passage of time. One such topic is the importance of customer analytics in banking. In 2013, I referenced a report from Celent entitled, Customer Analytics in Banking: Why Here, Why Now?, where senior analyst, Bob Meara wrote that it was the time for banks and credit unions to leverage the advances in processing, memory, database design and analytic methods to improve performance and reduce costs.

While the Celent analyst noted that some institutions are already on the path of using advanced analytics for decisioning and optimization, other organizations had only limited experience. I am republishing the article that did not get transferred from my previous blog since the topic (and the examples) are as true today as they were when the Celent report (and my blog post) were first published.

In the report, it is noted that financial marketers need to extract more value from internal and external data sources, guiding product development, customer communication, innovation and growth. According to Celent, the use of advanced analytics in banking is correlated to the size of organization even though the cost of processing data is no longer as much of a barrier as even five years ago.

Larger_financial_institutions_have_more_analytics_capabilities

The following are the primary reasons why banks need to step up their customer analytics game:

  • The New Normal: The banking industry is expected to remain revenue challenged for the foreseeable future as a result of low interest rates, moderate fee revenue, onerous regulation and a less than robust economy. As a result, it will be more important than ever for banks and credit unions to focus on all possible strategies to reduce costs and increase revenues. Some of these strategies, enabled by customer analytics include:
  • Improved targeting of customer segments
  • Moving from a product focus to a customer focus
  • Better management (and measurement) of sales leads across channels
  • Inclusion of custom customer incentives/rewards to influence behavior
  • The Imperative for Customer Centricity: With customer delivery and communication channels expanding, and more customers interacting with their financial provider using online and mobile channels, always-on, real-time sales and service become imperative. Analytics can respond to the migration to digital channels by:
  • Improving branch efficiency and effectiveness
  • Integrating sales and service tools within a new digital environment
  • Helping to drive high value, high touch traffic back to branches
  • Technology Advancement: Customer analytic applications are no longer the sole domain of highly skilled specialists. Today’s solutions can be accessed and used by marketers and other business users to answer complex inquiries. Improvements include:
  • Collapsing of product silos and ability to process increased data sources
  • Increased number of specialized vendor solutions and expanded talent
  • Cloud-based solutions
  • Customer Analytic Applications

    As the Celent study makes clear, there is no shortage of analytic applications for banks and credit unions. While some are more general in nature, some are highly specific outsourced solutions, supporting a buy vs. build decision. Obviously, with a focus on containing costs, the ability to utilize outsourced solutions is good news.

    “Key retail banking priorities – specifically, using self-service channels to drive branch foot traffic, improving branch channel efficiency and effectiveness, and learning how to sell and service through digital channels – all require customer analytics,” says Meara from Celent. “The good news is that there has never been such a variety of specialized customer analytics solutions.”

    According to the Celent report, there are six key well-established business drivers for predictive analytics in financial services. Each of these are important as a bank or credit union builds an analytic strategy for the future.

    Six_business_drivers_for_predictive_analytics_in_financial_services

    Customer Insight

    Of special interest to most financial marketers is the ability to gain a better insight on current customers. While demographics and current product ownership are at the foundation of customer insight, behavioral and attitudinal insights are gaining in importance as channel selection and product use become more differentiated. Sentiment analysis and social media analysis are two additional examples.

    Another predictive analytic model is the FICO score. Scoring models such as FICO analyze consumers’ credit history, loan or credit applications, and other data to assess whether the consumer will make their payments on time in the future.

    Business Strategy

    The foundation of traditional banking business intelligence (BI), customer analytics are often used for product and channel development as well as economic forecasting, business improvements, risk analysis, and financial modeling.

    Customer Experience Management

    According to the Celent study, the key to using customer analytics for customer experience management (CEM) is about delivering personalized, contextual interactions that will assist customers with their daily financial needs. In addition, if done correctly, customer analytics in the context of CEM enables the real-time delivery of product or service offerings at the right time. It can also allow for highly sophisticated relationship pricing never before available.

    Risk Management

    One of the more common uses of ‘big data’ today is in the area of risk and fraud management. Data mining today has expanded well beyond internal purchase and balance insights to include transaction patterns and even social media interactions that can provide a leading indicator to potential losses or fraud.

    This type of integration of structured and unstructured data can also be leveraged for traditional risk management uses such as for pricing decisions.

    Channel Execution

    BI tools have helped banks understand channel effectiveness for some time. More recently, analytics capabilities have boosted the usefulness of these tools. Capabilities include providing comprehensive views of channel performance based on both customer behavior and transaction mix. Solutions help banks understand channel profitability and customer satisfaction and tailor retail operating models to improve retail delivery.

    As more banks and credit unions work harder at migrating customers to digital channels, analysis of engagement and shifts in channel use become important indicators of satisfaction and re-pricing opportunities.

    Marketing

    Another traditional use of customer analytics is the ability to increase the effectiveness and efficiency of sales and marketing in financial services. The ability to derive the likelihood of purchase based on available information about individual customers has ushered in a seismic shift in marketing from product centricity to customer centricity.

    Rather than offering products and services based on what the financial institution would like to sell (campaigns), banks and credit unions are now able to make unique, timely, and relevant offers based on available customer insight. Doing this form of analysis across multiple channels allows financial marketers to significantly improve the efficiency of marketing spending and the close rate of sales leads.

    For each of the applications shown above, the power is not just in the analytics themselves, but in the ability to do so in real time. With more challenges than ever in banking, analytics is at the center of it all.

    Implementing a Successful Data Analytics Process

    The Celent research emphasizes that while there are a growing array of use cases for data analytics, the process is definitely not a ‘one and done’ proposition. The move from a product/campaign based approach to a customer centric approach is huge and involves many moving parts.

    Successful implementations always involve a series of steps and a test and learn process as shown below, with a different amount of time and effort applied to each step based on the specific objectives of the project being undertaken.

    The_data_analytics_process_begins_with_a_business_objective

    According to Bob Meara from Celent, “Most organizations (banks included) get good at specific analytics use cases and broaden their use once parts of the organization gain confidence and prove the business case. Only then is the approach used more broadly and extensively.” He recommended that financial institutions:

  • Start small. Invest a little and wear out the application. See what it can do.
  • Experiment – early and often. This requires a willingness to fail (in small and low-risk ways).
  • Embrace analytics as a journey, not a destination. Keep learning and keep looking for ways to apply analytics for fun and profit.
  • In response to a question from me around whether banks should ‘boil an ocean’ in their analytics endeavors, Meara stated, “Of course, banks should walk before they run. By that, I mean banks should fully leverage in-house transactional data before investing heavily in external sources of information and insight.”

    He added, “Social data is particularly compelling, but runs a big risk of being unrepresentative. SAS, for example, does a great job integrating social media data with internal data to arrive at more well informed models and more highly predictive outcomes. Either way, start with the treasure trove of data already available.”

    The reality is that, in the digital banking model of the future, data is a financial institution’s most important asset. Banks and credit unions that are able to combine their internal and external data sources to create value will find themselves well placed to thrive in what some have called ‘Banking 3.0’. There is no question that this banking reality is as true today as it was years ago. The difference is that today’s technology is making the task a bit easier.

    Jim MarousJim Marous is co-publisher of The Financial Brand and publisher of the Digital Banking Report, a subscription-based publication that provides deep insights into the digitization of banking, with over 150 reports in the digital archive available to subscribers. You can follow Jim on Twitter and LinkedIn, or visit his professional website.



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