Latest news with #NetPromoterScores
News18
a day ago
- Business
- News18
Generative AI boosts customer retention by 14% in Insurance sector: Report
New Delhi [India], August 11 (ANI): Indian insurers using Generative AI are reporting gains, customer retention has gone up by 14 per cent, and Net Promoter Scores (NPS) have risen 30 per cent, according to information shared in a press release by Experts believe it could play a central role in achieving India's target of 'Insurance for All by 2047."Layak Singh, CEO of said the early impact of Generative AI is most visible in customer-facing areas. 'The industry is witnessing approximately a 14 per cent increase in consumer retention and a 30 per cent rise in Net Promoter Scores, both clear indicators of enhanced customer experience and satisfaction. When implemented effectively with responsibility, Gen AI can serve as a powerful driver of competitive advantage," Singh healthcare, it is powering telemedicine with multilingual, real-time consultations and remote triage. Automated transcription of medical consultations is also making claims faster and more transparent, with reported reductions of 20-30 per cent in loss adjustment expenses and a 10-12 per cent increase in early fraud technology, which is still relatively new in the country, is already reshaping everything from how insurers interact with customers to how claims are traditional AI has been valuable in data analysis, risk scoring, and fraud detection, Generative AI takes things further by creating synthetic data to improve small or incomplete datasets. This allows insurers to make more accurate decisions in underwriting and identify new fraud patterns that conventional systems might next stage will be driven by intelligent AI agents, autonomous systems that can keep learning, work in multiple languages, and make decisions instantly. These agents are already cutting operational costs by up to 30 per cent by handling routine tasks such as data entry, policy administration, and claims processing. They also offer round-the-clock support, tailor coverage options, and speed up claims are also turning to Gen AI for proactive engagement. By spotting early warning signs, the systems can address issues before customers even raise a complaint, improving problem resolution and strengthening trust. 'Generative AI will play a defining role in India's pursuit of 'Insurance for All by 2047' by making insurance resilient, inclusive, and consumer-centric," Singh said, pointing to its role in on boarding, underwriting, and claims. (ANI)
Int'l Business Times
11-07-2025
- Automotive
- Int'l Business Times
How YELLOW CAR Is Redesigning The Experience Of School Through Listening
Dr. David Willows In an era where trust must be earned and not assumed, and where young people are seeking something beyond knowledge, like connection, meaning, and agency, one company is helping schools pause and ask: "What is the experience we're creating here?" YELLOW CAR , led by duo Dr. David Willows and Suzette Parlevliet, is one of the few experienced strategy firms dedicated exclusively to schools. In industries like retail and hospitality, experience strategy is already a well-established discipline. But as Willows points out, "It's never really ventured very far into education, certainly school-based education. That, for us, was a starting point." What [YELLOW CAR] has developed is a new way of thinking, measuring, and analysing how students, parents, and staff feel about their time in school. "We work with schools to design an experience for them that is suitable, that tends to their needs emotionally and strategically," Willows says. "And that leads to the question: How do we actually measure that?" The answer is the Felt Experience Indicator® (FEI), a proprietary diagnostic tool that [YELLOW CAR] developed to dive deep into the emotional and psychological terrain of school life, something that's most often overlooked in traditional school settings. Conventional methods such as satisfaction surveys or Net Promoter Scores (NPS) may give a number, but as Willows explains, "They don't have impact. Even the NPS has very limited capacity in helping us understand what that experience really is." By contrast, the Felt Experience Indicator® goes further. It captures experience across six emotional dimensions: happiness, connection, belonging, confidence, gratitude, and understanding. These aren't abstract ideas; they're the invisible foundation of a school's culture. Rather than relying solely on broad ratings, which are prevalent in most schools, the tool uses a layered approach. It combines demographic data, numerical ratings, and open-ended questions that produce what [YELLOW CAR] calls "wavelengths" of felt experience across the school's population. YELLOW CAR These wavelengths can reveal real, tangible insights. "We can track whether the wavelength of school increases over time, or does it fluctuate? And if so, in what grades?" Willows says. Parlevliet adds that the data often uncovers surprising disparities, bringing a deeper question to the table. She states, "Almost always, the students are scoring their experience less positively than the employees or the parents, and that begs the question: why is that a trend, and what can be done to change that?" Perhaps the most transformative element isn't just what the tool measures, but what its results set in motion. YELLOW CAR Once feedback is collected, [YELLOW CAR] facilitates co-creation sessions, where students, teachers, and staff come together to analyze findings and brainstorm solutions. "They sit around the same table and try to identify aspects, asking: What are we seeing? What is it telling us?" Parlevliet explains. From there, each group can make a "wish list" of things they'd like to change, often simple, low-cost, high-impact ideas. For them, the firm then helps execute effective solutions that mutually benefit all parties involved. In one case, teachers expressed a desire for less phone use. Students responded with creative solutions: pouches, lockers, or designated "phone-free" spaces. "What we're hearing from students is, 'We know school can't be exactly how we want it. We just want to be part of the conversation.' And that's the space we provide," Parlevliet says. [YELLOW CAR]'s methodology thrives on cross-pollination, where they identify patterns across schools and shape them into clear, shareable models. Drawing on insights from hundreds of educators worldwide, they refine tools like the Felt Experience Indicator® to work in diverse contexts. "When we see patterns emerging, we ask how we can simplify this, how can it apply beyond just one school?" Parlevliet says. This iterative process enables [YELLOW CAR] to take hyper-local insights and scale them into universal strategies. Suzette Parlevliet This spirit of intentionality and shared responsibility is at the forefront of [YELLOW CAR]'s ethos. Every school is viewed as a life cycle, a six-stage journey that includes attraction, admission, induction, engagement, retention, and transition. While each stage involves different actors, from marketing teams to admissions officers to classroom teachers, too often, these actors are designed in silos, not as a team. "What we're noticing is that the perceptions of what's in place are significantly different in almost every school," Parlevliet adds. "That lack of alignment means the experiences are likely misaligned too." To address this, [YELLOW CAR] offers workshops, integrated reports, and impact plans that bring teams together across departments. From security guards to finance directors, everyone is shown that they are part of the experience, and given a shared language to design and improve it. Unlike traditional systems, the company's foundation isn't parsing through survey data, but something much beyond. It deciphers the deeper meaning behind patterns. Sometimes, a small story captures the whole. In one school, a broken water tap forced girls to walk across the campus just to access drinking water. The data flagged the issue as a friction point. It was "just a tap" until it wasn't. It became a symbol of systemic oversight. Fixing it didn't just solve a plumbing issue; it affirmed that someone was paying attention. And that's what the Felt Experience Indicator® sheds light on. Helping to connect the symptoms to the underlying causes, and in doing so, guiding schools to focus not only on what's broken, but what it means. In a world where students are increasingly disillusioned, parents are anxious, and staff are stretched thin, the act of deep listening becomes radical, and what [YELLOW CAR] offers is a new paradigm, focusing on the quality of the journey over outcomes. In helping schools make the invisible visible, [YELLOW CAR] is reimagining education from the inside out, one felt experience at a time. [YELLOW CAR] is also exploring how this approach to listening can be relevant beyond school.
Business Journals
06-06-2025
- Business
- Business Journals
South Florida ORBIE Leadership Award recipient: For World Fuel's Jeff Smith, innovation and a people-first culture are key to making an impact
Jeff Smith, who retired as chief operating officer of World Fuel Services at the end of 2023, has been named the recipient of the 2025 South Florida ORBIE Leadership Award. The honor recognizes a global career built on pioneering digital transformation and cultivating high-performing teams. Smith's leadership philosophy centers on a simple, yet powerful, idea: Talent and culture are the true differentiators of great companies. As COO of World Fuel Services, he turned that belief into action, cultivating efficiency and dexterity in how the company responded to challenges using LEAN principles and people-first decision-making. That operational precision was forged over more than 35 years of experience across continents and industries — from semiconductors to finance. Smith's career highlights, which he'll share during a keynote address at the South Florida ORBIE Awards celebration June 13 at The Diplomat Beach Resort, are a case study in iteration. At IBM, he led a global IT organization of 20,000 and spearheaded the company-wide Agile transformation. At Allied Signal/Honeywell, he launched a global SAP rollout across 17 countries, cutting projected timelines by more than half through an international team rooted in diversity of thought and unified by a shared goal. At Suncorp, following the economic downturn that started in 2008, he architected a transformation of the company's digital insurance self-service platform. His teams built it using the cloud, making the financial services provider one of the first to use cloud technology. In every challenge, Smith consistently applied what he learned early in his career at LSI Logic: that shared sacrifice, collective learning and scalable simplicity often outperform hierarchical command-and-control. 'My view is you should always give preference to the people doing the work over people leading the work,' he says. 'We're paid a premium to lead, so we should be homing in on creating a productive environment for them.' Smith breaks it down further: 'What does great mean? Is that small teams that are building great software? Does that mean great customer service? Does it mean that we can take a problem and break it up? I've spent my career kind of chasing that — the more you can make it clean and simple, the easier it is to scale.' His formula for high-performing teams prioritizes building diverse teams who are engaged by meaningful work. The work must be distributed at a sustainable pace, and finally, results must be continually measured and tracked. At IBM, he implemented a quarterly leadership review system that evaluated every leader on six tangible dimensions — team formation, work distribution, measurement, talent development, learning from others and influence. He also published Net Promoter Scores for leaders, asking direct reports whether they would recommend their manager or their squad to a peer. The transparency raised expectations and elevated performance across the organization. Smith's influence is still felt globally. He currently serves on the boards of ANZ Bank, PEXA and Sonrai Security. A native of Ohio and graduate of Miami University and San Jose State University, he's lived and led in the U.S., Australia and around the world. And while his accomplishments are many, what sets Smith apart is his ability to scale not just systems, but people. His advice to business leaders aspiring to be true community partners is to believe in the potential of people. He recalls a transformative insight from Steve Jobs, who once shared how Pixar hired musicians and artists to become software engineers because they had the grit and logic to succeed. 'We applied that in South Florida, too,' Smith says, 'creating career paths for people with nontraditional backgrounds. Don't look at it as a cost or as a contribution, that you're there to help people with money. You're there to help them find a great career and have a happy life. If you build the right environment, anyone can thrive.' Asked what makes a great leader, Smith advises not to get caught up in the noise of the company landscape. 'You want to create clarity of purpose, put together a good, productive environment, and inspire people to do great things. It's pretty simple.' From building software that transformed a global semiconductor industry, to reshaping IT at IBM, to coaching next-generation talent in Miami, Smith's legacy is one of clarity, compassion and continuous reinvention. The 2025 South Florida ORBIE Leadership Award celebrates not just a career, but a mindset — one that will continue to shape teams, cultures and companies for years to come.
Yahoo
30-05-2025
- Business
- Yahoo
Ulta Beauty Shares Soar on Q1 Beat, Raised Guide
Ulta Beauty (NASDAQ:ULTA) jumps 11.2% as its Unleashed turnaround delivers better-than-expected Q1 comp sales and a lifted outlook. In Q1, ULTA posted adjusted EPS of $6.70, handily topping forecasts, on a 4.4% sales rise that outpaced both Sephora and Amazon-driven market share gains. Management raised full-year guidance for revenue, EPS and comps, citing slowing share losses to prestige rivals and stronger teen and value-driven customer cohorts. Evercore's Michael Binetti points to Ulta's early momentum among teens and its blend of innovation-with-value as a competitive edge, while Morgan Stanley's Simeon Gutman sees comps potentially hitting 2.5% in 2025 and 4.5% in 2026driving operating leverage and healthier margins. Digital growth also impressed: Ulta's online revenue climbed 10% despite Amazon's beauty push, aided by features like Split Cart and Shop My Store that boost engagement and defend digital share. CEO Kecia Steelman says these efforts are translating into stronger engagement, increased relevance and measurable business impact. UBS's Michael Lasser adds that rising Net Promoter Scores across stores and e-commerce demonstrate crisper execution. Investors should care because Ulta's dual-track recoveryrevived in-store comps plus robust digital gainssignals that its Unleashed initiative can sustain share gains and margin expansion, offsetting the headwinds that stalled growth last year. This article first appeared on GuruFocus. Error in retrieving data Sign in to access your portfolio Error in retrieving data Error in retrieving data Error in retrieving data Error in retrieving data
Cision Canada
07-05-2025
- Business
- Cision Canada
MICHEL SAVARD RETIRING FROM BELRON CANADA - ANTONIO (TONY) CIOFFI NAMED BELRON CANADA PRESIDENT Français
MONTREAL, May 7, 2025 /CNW/ - Belron ® Canada is proud to announce Tony Cioffi as its next President. Michel Savard, who has been Belron Canada's President since 2022, has made the decision to retire on July 31, 2025. Michel Savard joined Belron Canada 15 years ago as Vice President, Retail Operations. He transformed the business over his tenure by building high-performing teams, focusing on great execution and instilling ambitious standards. Through the years, he took on added responsibilities, including Wholesale Operations, Supply Chain and Franchising which prepared him to take on the presidency in 2022. Under Michel Savard's leadership, Belron Canada has evolved and strengthened its numerous business relationships with key partners such as insurers, fleet card companies, and key providers in the glass and automotive industry. Top this off with record employee engagement scores, outstanding Net Promoter Scores, record participation in the Spirit of Belron Challenge, the first win at the International Best of Belron competition, and unprecedented financial results. The legacy that Michel Savard is leaving behind will serve as a solid foundation for the continued success of the organization. "Tony is a dynamic, well-rounded leader with an impressive background, who will bring a lot to Belron Canada," said Savard. "He has a deep understanding of retail operations, and we are confident that the future of the company is in good hands with Tony." Since joining Belron Canada in 2023, Tony Cioffi has held the position of Vice President, Finance and Administration. During this time, he has led the strategic plan to continue to grow the business and has also led acquisition activities, closing four acquisitions in 12 months. "I believe in Belron Canada's culture, and I am convinced that we have the right leadership, experience and skills needed to achieve the company's goals", said Cioffi. "Our people are the backbone of the organization, and together we collaborate to delight our valued customers and partners. I look forward to driving our company forward while staying true to our purpose and values. It's an honour to assume this role and begin a new era in the company's history." Michel Savard will be transitioning with Tony Cioffi over the next three months until he retires. About Belron Canada Belron Canada is the Canadian division of Belron International, a company that brings unique expertise, strict security standards, personalized service, leading-edge technologies and a comprehensive training program that makes it an undisputed world leader in auto glass repair, replacement and ADAS camera recalibration. With a network of more than 330 service centres, 29 distribution centres / warehouses and more than 1,350 employees in the 10 provinces, Belron Canada provides a local service to its customers. Belron Canada stands out for its pan-Canadian presence with Lebeau vitres d'autos ®, DURO ®, Speedy Glass ®, Apple Auto Glass ® and Broco Auto Glass ® banners. About Belron International Operating in 40 countries across 6 continents through wholly owned and franchise operations, Belron is home to around 30,000 employees who serve over 16.6 million customers every year. Belron is one of the world's leading vehicle glass repair, replacement and recalibration groups. With market-leading brands, such as Safelite AutoGlass ®, Safelite ® Solutions, Carglass ®, Belron has a clear purpose: 'making a memorable difference with care'.
