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A number of whitepapers are available. If you wish to see any from the following list, please click here
or telephone +44 (0)844 561 6681.
UK Water Competition
Unless considerable investment is made in restructuring the water industry to create independent distribution businesses and the supporting mechanisms required for a competitive market, successful competition within water is extremely unlikely.
But is there another way? A way in which the benefits of competition can be realised without incurring such heavy costs?
Sustainable SOX
Much has been said about the time, resources and costs that have been expended by companies worldwide in achieving Year One
compliance with the Sarbanes-Oxley Act of 2002. Indeed, estimates of the cost in terms of implementation and increase in annual
audit fees vary significantly depending upon who you believe. It is true to say that not only were Year One charges significant,
but annual audit fees and the new internal cost base for maintaining compliance is significantly higher in the ASE (after SOX era).
It is also very clear that this level of expenditure on compliance with only one regulatory/legislative framework is unsustainable, particularly because the amount of regulation that impacts upon multi-national businesses is increasing, with many other areas
across the globe adopting their own versions of SOX; albeit slightly different in focus.
It is important therefore, that organisations globally consider how best to leverage benefit from the initial compliance investments made, reduce the annual audit burden and use the experience from their projects to drive continuous improvement into their compliant businesses.
Call Avoidance
A substantial amount of all the calls received into an organisation's contact centre are triggered by the organisation's processes
failing to deliver against the customer's expectations. SECOR's proven Call Avoidance "cycle-of-service" methodology enables an organisation
to identify broken processes resulting in these "failure" calls and to subsequently identify opportunities to reduce them.
Managing Customer Value Through Experience
Customer Value Management is not just a methodology. It can't be. It is not just about what is done or how it is done but also the
way it is done. Consequently Customer Value Management cannot simply be a method. It is a style, an approach, a culture, a set of values.
If it is not all these things it will simply fail. To implement it new tools, techniques, business applications and approaches are required,
each of which form part of SECOR's Customer Value Management proposition.
Legitimising Sarbanes-Oxley: From Project to Permanent
“As the Sarbanes-Oxley (SOX) programmes in many organisations begin to see light at the end of the tunnel, a number are now
beginning to realise that sadly this is not in fact light at the tunnel's end. It is instead another entrance.”
CRM Customer Centric
“It is a realisation that countless organisations have been oblivious to, and on the arduous road to enlightenment have
experienced substantial customer churn at the hands of a new breed of customer focused alchemists who revel in turning your dissatisfied
customers into their delighted ones.
The purpose of this paper is to provide guidance on creating and sustaininga customer focused culture to develop and maintain
competitive advantage”
Customer Relationship Management: Delivering the Benefits
“CRM is about creating a competitive advantage by being the best at understanding, communicating, delivering and developing
existing customer relationahips in addition to creating and keeping new customers”
Delivering Contact Centres for 2005 and Beyond
“Is there a future for contact centres of such large sizes as is currently seen, or will the demands of the customer for
communication by a variety of channels lead to a reduction in size, within the need to support an ever increasing diversifying customer
contact strategy”
Process Improvement Overview
“The SECOR Consulting Limited Process Improvement methodology recognises the key components of any process, namely the people,
process and technology and seeks to understand the requirements of external and internal business drivers, so that the business process
can be reviewed and improved against these drivers”
UK Money Laundering Regulation History
“This document is intended to provide an overview of the development of the current UK Anti-Money Laundering (AML) Regime.
It is not intended to be a detailed legal account of the changes in law and advances in regulation, more a summary of the key events in
the development of the current regime and an indication of how its key players came to be. Consequently it is not exhaustive in all respects
but is intended to provide a background to those new to this area.”
UK Money Laundering Regime
“Since the Vienna Convention in 1988 Anti Money Laundering (AML) regulation has proceeded to get tougher. The question that should
be asked however is “tougher on whom?” Is the AML regime truly having an impact on the money laundering it has been devised to combat or is
it merely penalising those organisations that operate in the Financial Services Industry - and now other sectors - whose services the money
launderers abuse? Indeed is the regulation designed to deter, detect, catch and/or punish launderers and will it ever achieve these noble
goals?”
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Testimonials
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SECOR Library
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Partner Spotlight
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