Abstract: In today’s marketplace,
credit unions face competition from community banks, money center banks, thrifts, other
credit unions, insurance and brokerage firms, and even large retailers that are expanding into banking services. With competition coming from every corner,
credit unions must use technology to their advantage, since it represents a phenomenal opportunity to improve efficiencies, manage costs, and streamline operations.
PubDate: 9/29/2006 11:15:00 AM
Abstract: Using credit and A/R management as a sales tool requires defining goals and measuring results. Determining the competitive landscape and using A/R management software with key features will help companies realize the full potential of credit and A/R management.
Abstract: The US energy sector has experienced recent loss of counterparty confidence. To offset this, managing credit risk has become paramount. Knowing what the risks are is just the start—risk mitigation methods must be used to reduce overall credit risk exposure and to free up capital resources. Find out three key ways to mitigate risk, and how a clearing, novation, and release agreement (CNRA) can help guarantee collateral.
Abstract: The divide between strategy development and strategy execution can be overcome by creating balanced scorecards. Prioritize your objectives to determine which are most critical. Then cascade objectives and metrics down and across the organization, creating linked and related—but not identical—scorecards for each critical area. These and five other tips for scorecarding success will move you in the right direction.
Abstract: Process improvement efforts often go hand in hand with a balanced scorecard (BSC). A BSC provides management with a set of key result indicators (KRI) to assess how the company is progressing toward strategic goals, such as “increase customer base.” For this type of goal, the KRI are tied to key performance indicators (KPIs). Explore how an application intelligence platform (AIP) can support a process improvement program.
Abstract: In going through a business decision process for complex technology selections, more and more use is being made of technologically driven processes using Decision support tools and captured knowledge. The use of these systems and the capability to drive a solution from them assumes an ability to accurately express business requirements and business value within these tools. In this article, we explore the marriage of knowledge management and decision support in forming knowledge based selection systems and procedures that can assist in reducing the current appalling record of IT project failures. This is illustrated by the process to select a Personal Digital Assistant (PDA).
Abstract: Decision matrix: a decision-support tool allowing decision makers to solve their problem by evaluating, rating, and comparing different alternatives
Abstract: Decision matrix: a decision-support tool allowing decision makers to solve their problem by evaluating, rating, and comparing different alternatives
Abstract: Decision making is at the core of all business activity, as executives set strategy and manage operations by weighing a vast array of factors to arrive at the desired balance of risk and reward. But enormous growth in a company’s size and operations adds complexity to decision-making processes. Learn about the five ingredients of good decision making, according to the responses of 154 executives in a global survey.
Abstract: Analog Devices was the first company to implement a balanced scorecard company-wide on an Executive Information System. In fact, it has been running for 13 years. One of the major lessons that Analog learned was to trust the lead and lag relationship between non-financial and financial measures. This note was based in part from an interview with Art Schneiderman, pioneer of the balanced scorecard concepts at Analog Devices and Bob Stasey, VP of Quality at Analog Devices.
Abstract: The credit and collection function is the most misunderstood, underutilized, and undervalued area of business. When allied with the sales function, controlled A/R can generate a significant cash inflow playing a huge role in the prospect-to-cash cycle.
Abstract: A recent survey of companies which have implemented SAP Accounts Receivable reveal more than a few areas where the system failed to deliver. Although nearly all reported one or more influences on credit and collections that did not relate to SAP, 70% of them felt shortcomings of SAP's A/R module were at least partly to blame for the observed rise in Days Sales Outstanding.
Abstract: Investment banks, hard-hit by the subprime meltdown and credit crunch, are grappling with a dramatically different deal landscape, all while coping with massive write-downs, staff cuts and budget cuts. Learn how client-centric strategies and customer relationship management (CRM) tools are helping banks maximize the value and loyalty of their client bases, take advantage of new opportunities, and do more with less.
Abstract: This case study describes how operational inefficiencies that resulted from overlap in human resources (HR) and payroll service delivery seem to have been overcome with the consolidation of services. Learn how Credit Lyonnais saved time and money, improved data accuracy and control, and enhanced and expatiated reporting capabilities.
Abstract: In 2006, Envision Credit Union’s new chief financial officer (CFO) was looking to improve the visibility, efficiency, and accuracy of the company’s accounting and finance functions. Find out how a new business intelligence (BI) and analytics solution helped Envision reduce administrative costs, increase the average amount of overnight cash investments, and improve operational visibility, without adding staff.
Abstract: Multi-Attribute Decision Making (MADM): How Firms Can Avoid Failure by Embracing a Formal MADM-Based Process for Their ERP Software Acquisition. Using Multi-Attribute Decision Making for ERP Software Selection.
Abstract: Noncompliance with Payment Card Industry (PCI) standards can have a devastating effect on any company that relies on credit card transactions. Contractual penalties and revocation of your rights to process credit card transactions are just two potential repercussions. Though there is no single solution for PCI compliance, you can minimize the risks by staying on top of the latest products and procedures. Learn more.
Abstract: Identity theft and credit card fraud affect all businesses—and the problem is only getting worse. In order to combat these threats, credit card companies have joined forces to introduce the Payment Card Industry Data Security Standard (PCI DSS). For financial institutions, complying with PCI DSS by using real-time monitoring and selective enforcement software can help to relieve the burden of unauthorized changes.
Abstract: In 2004, there were 1.3 billion credit cards in circulation in the US. With fraud incidents on the rise, credit card companies are at constant risk of losing sensitive cardholder data. At the same time, strict payment card industry (PCI) requirements are forcing companies to put better systems in place to ensure clients are adequately protected. By implementing the right software tools, achieving compliance is possible.