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The overarching goal of the Fox lab is the study of metabolic risk factors and cardiovascular disease. As such, Dr. Fox works in three major content areas: obesity, diabetes, and chronic kidney disease. Her work spans traditional population science and genetic epidemiology. Obesity, Ectopic Fat, and Vascular Disease In terms of obesity, Dr. Fox has created a computed-tomography body composition database by using standard imaging techniques to assess abdominal visceral fat, pericardial fat, mediastinal fat, perivascular fat, fatty liver, and renal sinus fat. Her work focuses on both the systemic and local manifestations of body fat distribution, working with the concept that fat can have locally toxic effects on the vasculature and nearby anatomic structures. A cornerstone of Dr. Foxs work in this area has revolved around the mentoring of students, pre-doctoral fellows, post-doctoral fellows, and junior faculty members. Dr. Fox is also involved in the genetics and genomics of obesity and body composition. She leads the CHARGE adiposity group, and is an active participant in the GIANT consortium, a genome-wide association consortium dedicated to uncovering genomic loci for anthropometric traits. Dr. Fox has also conducted GWAS of visceral and pericardial fat, which have also revealed unique loci for ectopic fat distribution. Because genome-wide association identifies single nucleotide polymorphisms that are common, sequencing studies can help uncover rare variants. As part of the CHARGE-S consortium, sequencing is ongoing for generalized obesity and body composition. Chronic Kidney Disease Dr. Fox also works to understand the role of chronic kidney disease. Dr. Fox is interested in traditional and novel risk factors for chronic kidney disease. Chronic kidney disease is an important risk factor for heart disease, and often is undetected. Thus, improving our ability to detect and predict chronic kidney disease is an important scientific goal. The Fox lab has recently developed a renal risk score, and showed that standard clinical risk factors including age, hypertension, diabetes, and proteinuria can improve our ability to predict who will develop kidney disease within a 10-year interval. Urinary biomarkers can provide insight into risk prediction, but also provide information regarding the location of renal injury, which may have prognostic significance. The Fox lab is now examining a panel of 14 urinary biomarkers. Parallel to epidemiologic and biomarker work, Dr. Fox leads the CHARGE and CARe renal working groups, two consortia which focus on the genetics of renal function. Dr. Fox is also the founder and convener of CKDGen, an international consortium dedicated to uncovering genes for renal disease. CKDGen includes more than 35 participating studies with over 100,000 individual participants and 150 investigators. This group is rapidly working to uncover even more genes for kidney disease. In the past year, this work has lead to the discovery of several new loci for renal function and related traits. This work has also evolved into sequencing, and the CHARGE-S consortium is sequencing 400 cases of chronic kidney disease. Finally, because genome-wide association offers a statistical association only, Dr. Fox has set up a collaboration with a zebra fish lab to begin to understand the functional consequences of some newly uncovered loci for renal function. Diabetes Finally, Dr. Fox works in the area of diabetes, primarily to understand trends in diabetes as a risk factor for heart disease, as well as treatment patterns over time. Dr. Fox is currently working on a lifecourse analysis to understanding the evolution of CVD risk factors associated with diabetes. Staff: Dr. Gearoid McMahon is a post-doctoral fellow in the Fox lab. As a nephrologist, his work focuses on chronic kidney disease. Dr. Klara Rosenquist is a fellow in Endocrinology at the Brigham and Womens Hospital and a Special Volunteer in the Fox lab. She is working primarily on the associations of ectopic fat depots and cardiovascular disease risk factors. Dr. Tobin Abraham is a fellow in Endocrinology at the Brigham and Womens Hospital and a Special Volunteer in the Fox lab. He is working on binge eating and metabolic risk factors.
|Rutter, Martin K; Sullivan, Lisa M; Fox, Caroline S et al. (2014) Baseline levels, and changes over time in body mass index and fasting insulin, and their relationship to change in metabolic trait clustering. Metab Syndr Relat Disord 12:372-80
|Fox, Caroline S; Pencina, Michael J; Heard-Costa, Nancy L et al. (2014) Trends in the association of parental history of obesity over 60 years. Obesity (Silver Spring) 22:919-24
|Wang, H; Troy, L M; Rogers, G T et al. (2014) Longitudinal association between dairy consumption and changes of body weight and waist circumference: the Framingham Heart Study. Int J Obes (Lond) 38:299-305
|McMahon, Gearoid M; O'Seaghdha, Conall M; Hwang, Shih-Jen et al. (2014) The association of a single-nucleotide polymorphism in CUBN and the risk of albuminuria and cardiovascular disease. Nephrol Dial Transplant 29:342-7
|Friedman, Daniel J; Wang, Na; Meigs, James B et al. (2014) Pericardial fat is associated with atrial conduction: the Framingham Heart Study. J Am Heart Assoc 3:e000477
|Green, Angela K; Jacques, Paul F; Rogers, Gail et al. (2014) Sugar-sweetened beverages and prevalence of the metabolically abnormal phenotype in the Framingham Heart Study. Obesity (Silver Spring) 22:E157-63
|Liu, Ching-Ti; Young, Kristin L; Brody, Jennifer A et al. (2014) Sequence variation in TMEM18 in association with body mass index: Cohorts for Heart and Aging Research in Genomic Epidemiology (CHARGE) Consortium Targeted Sequencing Study. Circ Cardiovasc Genet 7:344-9
|Roseman, Daniel A; Hwang, Shih-Jen; Manders, Emily S et al. (2014) Renal artery calcium, cardiovascular risk factors, and indexes of renal function. Am J Cardiol 113:156-61
|McMahon, Gearoid M; Preis, Sarah R; Hwang, Shih-Jen et al. (2014) Mid-adulthood risk factor profiles for CKD. J Am Soc Nephrol 25:2633-41
|Liu, Christine K; Lyass, Asya; Massaro, Joseph M et al. (2014) Chronic kidney disease defined by cystatin C predicts mobility disability and changes in gait speed: the Framingham Offspring Study. J Gerontol A Biol Sci Med Sci 69:301-7
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text: The food was not worth the price that it costed and the waiters were pressuring us a lot on ordering without giving us time to read the menu. Tee costed 7€ and they could us not tell the reason why.. so normal tea very expensive! The food was everage rather not so good. My fellow eaters enjoyed their food but... More


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In honor of the much-talked-about approaching series finale to Breaking Bad, a show filmed here in New Mexico, here, in its entirety, is the storyboard sequence I drew for the show back in season 4. This was for the episode entitled "Problem Dog." (SPOILER ALERT: Don't look at them if you haven't seen the episode but plan to!)
In the script, Walt uses the car's cigarette lighter. It was matches in the final version. And I think I had the idea of using the car's paperwork to light the tank, but I don't recall what it originally was. A rag, perhaps? I'm fuzzy on that.
{ Comments on this entry are closed }


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Welcome In online pharmacy
What is this blog about? Literally, about the things that fill in the hole in our health but can make a bigger one in our wallet. Guess what? I mean medicines. The last prescription that I got from my doctor cost a real fortune for me. I am sure it is a common problem. What is more, I couldn't believe my eyes when I saw the same preparations in the online pharmacies but the cost was twice as cheap as the pills I got t at the pharmacy near my house. I wish I had seen it before. If I had known more about it I would have saved enough. At the moment of my regrets I came up with this blog.
Thus, it is for those who are on the point of buying medicines and are searching for a reasonable variant. I blog the instructions for world-known preparations, their cheaper analogues, doctor's recommendations, patient's testimonials and online pharmacies. I am planning to add links to the cheapest and reliable online-pharmacies offering a wide range of medicines, easy payment and pleasant discounts.
This site is a hand for those who've just got the prescription and know nothing about the prescribed preparations. It is vital important to learn as much information as possible about the possible consequences and contradictions. Here I blog feedback and instructions about medicines. It includes the instruction for use; dosage for adults, children, and for pregnant women; reviews of real people who have already used this drug for the treatment.
Do I really need to buy this expensive drug? I often ask the pharmacist at the local drugstore. "That's all we have" is his usual answer. Have you heard it? In fact, we replace medicines with cheaper analogues. I was amazed when I learned that drotaverine and no-Spa are the same preparations. But how different prices for these drugs are! The problem is that a few people are aware of it.
Why can medicines with the same formula have different prices? Manufacturing and search the chemical formula of a new medicine scientists spend a lot of finaces and time to test them. Then pharmaceutical company buys a patent and produces medicine for sale. The price of a new medicine is high, because they have to pay invested funds back. After the patent term (about 20 years) expires, any pharmaceutical company produce this drug can.
It goes without saying, that Internet-trade plays an increasingly important role in the modern world. Just a short period of time ago only the rich imagination of science fiction writers could imagine the things that have become a reality for us today – the opportunity to get things we need, without leaving you comfy chair in front of your computer. Online-trading is a perspective direction of modern business.
Internet pharmacies are rapidly developing during the last few years. What is the reason for such popularity? On the one hand, it is their high level of convenience. On the other hand, the reasons are some specifics of pharmaceutical products. As for traditional pharmacies, their disadvantage along with a large line is a busy pharmacist who is not able to pay lots of attention to all the customers.
In an online pharmacy a buyer gets a great opportunity to calmly and unhurriedly choose the right product, read the instructions, if it is necessary, consult with a specialist without nerves and fuss. A WIDE RANGE OF GOODS, DISCOUNTS, CONVENIENCE are the main proofs of the popularity internet drug providers
Firstly, on our competitive market struggling for each client, Internet pharmacies offer a variety of discounts, promotions and bonus programs.
Another important advantage of online pharmacies is a rich assortment of goods, which is far superior to the assortment of traditional pharmacies. In addition, when shopping in an online pharmacy, you can see immediately whether you have the required goods or not in stock.
Online drug providers work around the clock, have simple process of order and offer fast delivery. Many people appreciate it for a large selection of different options of payment: cash, bank cards, electronic payment.
Some people say that they do not fully trust the Internet drugstores, fearing the possibility of purchasing low-quality medicines. Of course, the concerns of such people are understandable, because the importance of health should not be underestimated. I would define these fears as groundless. Licensing of Internet pharmacies doesn't differ from licensing activities of our local pharmacies. So, there is no reason to increase chances to get substandard medicines. Also, according to the law, the mandatory certification is required not only for chemists, but also for all commercially available medicines and other goods.
Thus, the motto of the blog is more information – truthful and up to date! My intention is to work out all the trouble related to the pharmacies .Navigator for site:
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Vauxhall Drive event runs for second year
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International Trade:
Commodity Credit Corporation's Refunds of Export Guarantee Fees
NSIAD-87-185: Published: Aug 19, 1987. Publicly Released: Aug 28, 1987.
Additional Materials:
- Full Report:
(202) 512-4812
Office of Public Affairs
(202) 512-4800
In response to a congressional request, GAO reviewed the Commodity Credit Corporation's (CCC) export credit guarantee fee refund policies and procedures to determine why it failed to refund a firm over $270,000 in failed export sales.
GAO found that: (1) the CCC denial of the firm's refund request was consistent with its policy to retain guarantee fees when exporters did not have a firm sale at the time they obtained coverage; (2) CCC determined that the firm had obtained coverage in anticipation of a later sale, since the firm could not demonstrate that it had a firm export sale; (3) although CCC claimed to have informed the exporter that a firm sale was required and that the fees were nonrefundable, CCC could not ensure that the exporter understood those policies when it applied for coverage; (4) CCC incurred financial risk, since the guarantee never became effective; and (5) it was not clear that CCC provided adequate information to the exporter.
Recommendation for Executive Action
Status: Closed - Not Implemented
Comments: FAS has issued an announcement concerning the need for a firm sale at the time of application and CCC refund policy. FAS is considering conducting an evaluation to examine processes used by exporters in making sales, with the objective of determining at what point a firm sale exists.
Recommendation: The Secretary of Agriculture should direct the General Sales Manager, Foreign Agricultural Service (FAS), to amend the credit guarantee program regulations to: (1) clarify the circumstances that must exist for users to obtain credit guarantee application approvals, including the need for and definition of a firm sale; (2) provide that users must have a firm sale to be considered for a guarantee fee refund should an export sale not be consummated; and (3) require that program users acknowledge their understanding of the application requirements and refund policy on the guarantee applications.
Agency Affected: Department of Agriculture
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text: Vendeur: squazlehogs (1.747) 100%, Lieu où se trouve: Manchester, Greater Manchester, Lieu de livraison: GB et de nombreux autres pays, Numéro de l'objet: 162291705847 Pet tunnel I can do these in various designs please take a peek at my other hoggy related items :-) other designs are possible on request fabrics include zebra print,spongebob,owls,flowers and many more message me for more info :-) listing is for ONE TUNNEL ONLY LARGE SIZE please note if I don't hear from you Within 3 working days a random choice design will be sent, any questions just ask tar fran. Posted with eBay for iPad postage for additional items free :-) Please note all sewn orders are custom designed to your specifications, dispatch times will vary depending on fabric choices :-) I can offer same day dispatch but it would have to be with a fabric I have in stock at the time of ordering :-) please message me to discuss. If you don't see a design that takes your fancy I also order fabric in just send me a message many thanks fran.


text: Home > Sports Martinez, Chavez trade barbs ahead of middleweight bout By Kieran Mulvaney, Reuters Posted at Sep 13 2012 09:45 AM | Updated as of Sep 13 2012 05:45 PM Share Save Facebook Twitter GPlus LinkedIn Pinterest Argentina's Sergio Martinez is set to fight WBC middleweight champion Julio Cesar Chavez Jr. this weekend in Las Vegas with one fighter promising punishment and the other warning his opponent to prepare for retirement. "I trained a long time dancing," Martinez said on Wednesday at the final pre-fight news conference. "That's all I need to break his face a thousand times. ... I will punish him a lot, and then I will knock him out. He will suffer a lot." Not surprisingly, Chavez predicted a different outcome for his 37-year-old opponent when the two fighters meet Saturday at the Thomas & Mack Center in Las Vegas. "I'm not only going to beat you, I'm going to retire you," Chavez said to Martinez. The 26-year-old Mexican noted that he has watched tapes of his Martinez, adding mockingly that, "I have seen when he was knocked out or knocked down and his eyes were white. He looked pretty good." The genesis for the bad blood between the two fighters can be found in the highly different paths they have taken to this point in their careers. Chavez, (46-0-1, 32 KOs), the namesake son of Mexico's most famous and celebrated fighter, turned professional when he was 17 and made his Las Vegas debut in his fifth bout. Martinez, (49-2-2, 28 KOs), did not even visit a boxing gym until he was 20 and spent the first 10 years of his career fighting mostly in Argentina and Spain. He found success after relocating to the United States in 2007, and three years later defeated Kelly Pavlik to win the WBC middleweight championship. However, the WBC stripped him of that belt in 2011 when he elected to fight Ukraine's Sergiy Dzinziruk instead of mandatory challenger Sebastian Zbik of Germany, and Chavez assumed the title with a decision win over Zbik. Ever since, Martinez has been campaigning for a fight with Chavez, asserting that "the only reason he is world champion is because he is Julio Cesar Chavez Jr., the son of the legend and his mouth is so big - even bigger than his own brain and he's talking too much." Chavez has responded to the taunts with insults of his own. "I am going to shut him up once and for all," he told reporters last week. "He is just a big clown." (Reporting by Kieran Mulvaney in Washington; Editing by Frank Pingue) Share Save Facebook Share on Twitter GPlus LinkedIn Pinterest Read More: boxing top rank julio cesar chavez jr. Sergio Martinez middleweight /entertainment/02/26/17/oscar-best-actor-race-is-tale-of-two-opposites/sports/02/26/17/lassiter-denies-taunting-ginebras-mercado-in-game-2/sports/02/26/17/non-stop-thompson-shrugs-off-exhaustion-to-lead-ginebra-in-game-2/news/02/26/17/3-hurt-as-delivery-truck-turns-turtle-in-cdo/entertainment/02/26/17/kiana-valenciano-admits-relationship-with-sam-concepcion


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The prices of most cigarette brands will be priced at RM16 (pack of 20s) starting on 1st of April. The cigarette brands such as Dunhill (all products of Dunhill), Benson & Hedges, and Kent will be priced at RM16. Lucky Strike and Rothmas International will be priced at RM17.50.
So far there is only an official announcement for BAT products (British American Tobacco). The price hike is due to the implementation of GST on 1st of April.


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From Medical special events to virtual surgical training to serious games to disaster modeling for urban preparedness, it's all at the Interservice/Industry Training, Simulation and Education Conference (I/ITSEC) at Orlando's Orange County Convention Center. Join thousands of other attendees as you marvel at the present and explore the limitless future of this revolutionary technology.
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Infosys BPO. Point of View. All the Right Moves. Part III Enhancing Customer Experience with the Right BPO Model Vijay Narsapur.
- Victor Booth
- 1 years ago
- Views:
1 Infosys BPO Point of View All the Right Moves Part III Enhancing Customer Experience with the Right BPO Model Vijay Narsapur
2 BPO business models have evolved to their current forms with good reason. A significant proportion of BPO buyers and providers are well-informed and effective in customer service at least that s what their measurements reveal. However, the ever-changing boundaries between technology and process, between regulation and innovation, between changing customer expectations and company policies, have brought forth a milieu of scenarios for businesses. A direct impact of this complexity is felt when the opportunity or the need to outsource arises. Processes that touch customers, needless to say, are fraught with the greatest of risks and opportunities. This Point of View delves into how customer needs and BPO models may be thought of together much to the profit of both.
3 The Rise and Rise of Customer Service Why is it that the more customer service changes, the more it remains the same?, a CXO of a celebrated U.S. credit card bank once asked me at an industry conclave. It s a seemingly innocuous question, but actually a profound one. Early interest in customer service itself was thought of as a passing phenomenon. From the 1960s, service businesses and service divisions of companies scaled rapidly due to rising prosperity, greater awareness of information usage, the rise of user-friendly software, and a dramatic fall in telecom network prices. The customer service promise became an integral part of product and service offerings. One of the more famous value propositions is Scandinavian Airline Services and their moments of truth. Even product companies were forced to rethink their customer service approaches. Shareholder and customer activism further ensured that the movement only intensified. A focus on cost and quality of customer experience suddenly merged like never before. By 2010, the customer service outsourcing ecosystem was an opportunity worth over $250 billion globally, with a few hundred mature outsourcers present across the globe. Of course, every provider claims to offer the best customer experience that money can buy. With customer service outsourcing no longer being a novelty, managers are overwhelmed with the need to strike a balance between the customer and the shareholder. Customers have become sensitive to, and vocal about, the smallest of changes to how they are treated. Management thinkers, corporate boards and CEOs have recognized that customer service outsourcing decisions aren t tactical anymore getting it wrong, apart from sullied reputations, can mean permanently impaired businesses. Customer service outsourcing is clearly more than a simple outsourcing decision. Management thinkers, corporate boards and CEOs have recognized that customer service outsourcing decisions aren t tactical anymore getting it wrong, apart from sullied reputations, can mean permanently impaired businesses. Customer service outsourcing is clearly more than a simple outsourcing decision. Enterprises now have near equal access to capital, technology, information and other resources consequently, dimensions of sustainable differentiation for corporations are fast disappearing, and the customer s ability to differentiate one company s offerings from another s is diminishing. An enterprise s ability to accurately identify subtle but critical differences between outsourcers is also lagging behind changes in the marketplace. This makes it dangerous to venture out and make outsourcing decisions solely on the basis of previous experience. The uncertainty surrounding investment payback has also increased dramatically. This is forcing companies to look at every cost reduction opportunity possible, and has contributed to a further rise in the industrialization of customer service outsourcing. The market quickly progressed by offering standardization frameworks. They advanced the cause of both clients and outsourcers, but left the end customer craving a better experience.
4 Models and Experience: A General Context Before we dive straight into the topic of right business models and customer experience, it is useful to understand what these terms mean in the industry context. Suffice it to say that the relationship between a BPO model and customer experience is a strong one. Improvements in the latter are rarely possible without changes to the former. A BPO business model includes a large number constructs intellectual, technological, geographical, economic and contractual, work-migration-related, compliance-related, resourcing-related, quality-related and governancerelated. There are several important variations to each one of the constructs stated above several large businesses have been created around just the variations. But let us focus on the main characteristics that impact customer experience rather than on niche variations of the model. Customer experience is a measure of how a customer feels, or felt. The context of the measurement varies rather widely it relates to the overall sentiment/feeling measured for a period of time such as a quarter or a full year (for continuing customer relationships), for a specific interaction with similar possibilities in the future (such as a customer call or ), or for a specific boxed experience (such as a workshop or training). Customer-articulated satisfaction on the basis of questionnaire-type instruments remains the staple form of experience measurement today. Scientifically, the measurement process can be divided into the following parts: The underlying hypotheses about what generates a good customer experience (comes from understanding your customer) The data collection approach (such as a questionnaire, or other non-intrusive methods) Data collection channels (like phone, IVR, -survey-based) The experience analysis framework which finally produces the customer experience measurement It is critical to note, that experience measurement is meaningless, unless experience is defined meaningfully. This is a circular issue knowledge of the experience allows for effective measurement, and measurement improves knowledge of the experience. There is also an element of measuring how enterprises experience their outsourcers, but we will leave that issue out for now outsourcers that offer a great end customer experience are generally likely to create a favorable opinion amongst their clientele.
5 Market Needs and Challenges Outsourcers aligned with the agenda of improving end customer experience rather quickly. But it s hard to find a consensus amongst providers and enterprises on how effectively the agenda has been delivered upon. Presentday benchmark data indicates that enterprises spend a significant amount of governance efforts on the basic issues of customer experience, and sometimes compliance as well. A reasonable consensus is already in place regarding the approaches an outsourcer must adopt to generate the high-quality experience that an outsourcer must manage costs well, must have the best talent, must provide and adhere to high levels of compliance and transparency, must be proficient in the usage and extension of telephony and CRM technologies, must have topflite investments in quality specific technologies and processes. Needless to say, an industrial-strength transition capability is as much a must-have as a strong process improvement capability that incorporates Lean/Six Sigma methods. But the customer service agenda is now becoming more broad-based and the markets are demanding offerings beyond the basics. Enterprises are now looking for transformative changes to their customer service approaches. And like in every market that s pregnant with possibility, there are a number of competing viewpoints as to what can be treated as transformative. Couple this with the fact that there is almost no information asymmetry about outsourcing costs and delivery methods between outsourcing providers and buyers. This is an important variable because it molds both overt and covert behaviors of buyers. Buyer attitudes and behaviors in turn end up determining what outsourcers can effectively provide as solutions, and still satisfy both shareholders and clients. The big question now confronting both clients and outsourcers is, What is a customer service transformation? And everyone agrees that a large part of the transformation is better experience. The big question now confronting both clients and outsourcers is, What is a customer service transformation?. And everyone agrees that a large part of the transformation is better experience. The best answers to this question are afforded by a deep look into important issues that buyers face today. As regards a transformation in customer experience, buyers are battling the following key questions: What delivery model will free us (and outsourcers) from the constant issues of employee hiring, training, motivation, performance, boredom and stress, and attrition issues? How do we create a leaner operations organization structure? How can we handle more volumes with lesser resources? How can we ensure that experience does not deteriorate with the optimized model? How do we create a globally consistent customer experience model? WHAT is a globally consistent experience model? How do we better utilize existing technologies to solve experience related challenges? What technologies do we invest in for the future? How do we convert our costs into investments? How are we going to be affected by changing consumer attitudes?
6 Solutions and Challenges A first attempt at providing solutions to questions reviewed in the last section has already been made, and there are some interesting results, and related challenges. The list is not exhaustive, but does address the most important dimensions. 1 Operational models: Too rigid to change? As far as operational models are concerned, they have remained stable. This is partly due to most outsourcers accepting the role of supervisory necessities in delivering performance, and partly due to an inability on the part of some to change their contractual restrictions. Industry staffing ratios have also been legitimized or mandated by several certification frameworks and bodies such as escm, COPC and JD Power; and are now perceived to be pareto optimal any changes made will affect some operational variable in an adverse manner, besides the threat of non-compliance. An industrial approach has meant a regimented approach for a large part of the workforce, which by its very nature, burns out the workforce. This is not a response to a transformational demand of customer experience by any means, but the consensus is that the model is here to stay. 2 Commercial models: The price is right, or so it seems Due to almost perfect information symmetry between outsourcers and providers, buyers have been able to drive down prices to the lowest possible numbers. Every possible commercial model has been tried, from an effort-based model, to an outcome-based model, to others in between. These models were largely pushed by providers as smart conveniences to buyers. Now, outsourcer pricing has been driven down to the standard operations model only, and there is very little room available for proactive investments in innovation resources to providers via pricing mechanisms. Evidence of this phenomenon is widely observed during contract renegotiation financial reductions passed on to buyers at this stage are inexplicably equal to depreciation costs in a large majority of cases, and outsourcers end up preserving cash and sacrificing accounting profits. This represents a long-term threat to buyers, as innovation resources on both buyer and provider sides diminish, and the overall outsourcing scenario starts approaching a zero sum game, rather than a positive sum game. 3 New channels: Great expectations, but counterproductive outcomes A concerted move towards FAQ-driven self-service, electronic channels such as and chat, and IVR-based service was used to neutralize increasing customer management costs. It was hypothesized that customers would actually enjoy this experience, and the customer service world would move to a new order of self-service only operations. However, we now know that customers reacted negatively to many of these moves, and channels have come to co-exist with each other, rather than be substituted by each other. Costs of self-service and offline channels are well established now, and this area holds the greatest possibility of transformational change. A silo-driven approach, by channels, is further causing issues with customer experience. Social-media-driven customer service is now on its way to creating the next silo.
7 4 Contact avoidance: Good on paper, but the implementation With the rise of self-service, contact avoidance became a realistic possibility. Both outsourcer and buyer communities made aggressive attempts to implement this strategy. Contact avoidance is all about providing the customer with the means to be able to deal with simple and medium complexity questions on their own. While conceptually sound, this strategy was not looked at in a good light when unskillful implementations led to the externalization of customer service effort. Stories of customers being lost in IVRs, or being replied to with a 40-line reply are not uncommon. Misguided implementations in this area have resulted in a massive deterioration of customer experience. 5 Incremental sales: Pull back when needed, or risk pushing them away Buyers, in their enthusiasm to recoup investments faster, sped down the path of converting every customer contact into a potential opportunity for a sale. After all, every satisfied customer is a logical candidate for incremental sales so went the hypothesis. However, the practical experience is that customers generally do not appreciate being bombarded with sales offers. Besides pushing customers away with a less-than-pleasurable experience, this strategy also increased costs to clients (due to handle time increases), and incremental sales did not necessarily justify this approach and affect the customer experience negatively, it did. 6 Quality: A case of many technologies and many geographies In the last 10 years, quality systems technology used in the customer service space has advanced significantly. Transaction recording, auditing, and advanced techniques such as speech-to-text analysis are commonly understood, and are widely used. These technologies helped realize the goal of standardized processes and delivery consistency. But this approach also created new problems. So long as the customer service function had stayed in-house or locally outsourced (as in home country/culture), a process-standardization-driven approach to customer experience was quite successful. However, when service delivery from culturally different locations gathered momentum, this approach showed clear limitations. A standardization-oriented approach, at best, was able to deliver compliance, but not a high-quality experience. The specific reasons for this differ from geography to geography, but the observation has remained consistent. The standard response to this challenge on the part of both outsourcers and providers was to increase quality process intensity, rather than making any attempt to conduct a ground-up inquiry into the situation. As investments escalated and results were marginal, the buyer attitudes towards capabilities of certain geographies hardened as a whole. This is unfortunate, and more so for the buyer, because low investments in geography-specific quality control models and technologies can easily solve this problem. 7 Analytics: Potential waiting to be unleashed, but highly unexplored Customer-experience-related analytics has rapidly developed as an independent area. Most outsourcers did these in order to circumvent the limitations of the quality challenge discussed above. However, the vast potential of this discipline is still unrealized. Specifically, in the area of analytics, outsourcers have failed to communicate the subtle but significant differences with the area of quality management systems (QMS). A classic and unfortunately frequent example of this failure is the general inability of those claiming expertise in analytics to differentiate between correlation and cause. Consequently, buyer skepticism regarding application of analytics to customer-service-experience-related problems is extremely high, and ultimately reflects in limited efforts and results in this area.
8 The Right BPO Model for Customer Experience The challenges articulated in the previous section can seem quite daunting. However, pockets within the industry are taking a very different approach to addressing customer-experience-related-needs through changes to the business model, and results are encouraging. For these changes to spread over and become accepted main street models, both buyers and outsourcers will have to re-evaluate several aspects of their overall understanding of what drives customer satisfaction. Client-vendor partnerships that embrace the design points being articulated will considerably increase their chance of reaching the holy grail of customer service that of being able to use and flaunt customer experience as a marketplace differentiator. The observations themselves are voluminous, but we will review just the key ones here. 1 Start with the resourcing model Buyers need to accept that creating and sustaining a cultural context in an outsourced scenario is substantially different from local geography outsourcing or insourced scenarios. Specialized skill positions are required in hiring, agent training, managerial training, compliance quality, experience quality and analytics. Ultimately, this needs to translate into positional commitments from the provider, and buyers need to ensure that specialized positions will not become victims of future optimization initiatives by the vendor, or plainly, moves to recoup some profits on account of relentless pricing pressure from the client. Specialized positions need to become part of the buyer s regular risk and audit process to ensure continuity. 2 Custom design the quality process for experience The most successful designs at present separate the quality process into two parts, and compliance and experience are measured using two different processes. Observations indicate that this approach enables agents to bring in personal strengths to generate high quality experiences for end customers, instead of using a scripted approach which may not play to their strengths, and at best meets compliance requirements. Compliance and experience scores are then looked at in tandem to determine agent effectiveness. The compliance and experience processes are managed by two independent teams. Experience, being an attitude and ability issue (rather than a knowledge issue), is handled by front line managers via intensive engagement with the customer experience management team.
9 3 Drive Analytically Driven Operations (ADO) Client-vendor partnerships that embrace the design points being articulated will considerably increase their chance of reaching the holy grail of customer service 4 Adopt Probability Based Offering (PBO) that of being able to use and flaunt customer experience as a marketplace differentiator. Over the years, BPO companies have become adept at process improvement (PI), and analytics is almost always considered as a subset of process improvement agendas. A typical PI project starts with some variant of the DMAIC approach (define-measure-analyze-improve-control). An underlying assumption of PI that often goes unnoticed is that the future is assumed to mimic the past exactly which is rarely the case in business. Hence, a more effective analytical approach is to use a combination of scenario simulation and possible responses, along with PI-oriented techniques. Simulations-based planning ensures that challenging situations are recognized as they occur, and an early response becomes possible. Call this a preventive approach, rather than a curative one. Building an ADO approach into your business model ensures that wild swings in your operation s performance are moderated and controlled this in turn delivers a stable and consistent customer experience. In hindsight, it seems incredible that enterprises have consistently bought problem fixing ability more than problem prevention ability. We discussed the downsides of indiscriminate upselling and cross-selling to customers. But the need to generate revenues from customer conversations as often as possible is a reality that s here to stay. PBO comes into play when an agent is encouraged to upsell or cross-sell to customers after determining the probability of a successful sale using a real-time model. A real-time model uses a learning and adapting algorithm to determine the probability of a sale, and encourages a sales attempt only if the chances are above a certain threshold. This approach affords the advantage that customers are not unduly pressured into a sale, and leads to a more conducive agent-customer relationship, which ultimately produces higher overall levels of satisfaction. Design, creation and maintenance of these models, of course, is a continuing task that involves significant skills and investments with reasonably assured returns. 5 Adopt Algorithm-based multi-step self-service The full power of self-service is yet to be exploited. In the first generation, support offered via these channels was restricted to simple FAQs, IVRs, or knowledge articles, or enriched media support (such as short video clips). Over time, clients also made their diagnostics and resolution processes (via structured workflows, in the form of decision tree walkabouts) available to end customers. However, this model was ineffective when it came to semi-structured, medium complexity issues. An algorithmic approach (such as case-based reasoning) ensures that customers get a resolution path that s not just customized to their problem, but customized to how they articulate a problem. Such an approach not only produces a reliable solution, but also produces a personalized experience of self-service for the customer. We believe that the next major move towards contact volume deflection and automation will come about through successful efforts in this area. 6 Measure and Reduce Effort Finally, the most important issue. Measurement of satisfaction or loyalty in a metrics-based form alone can be misleading. Empowering the customer in the specific context of service has become synonymous with making problem resolution information available to them, through better and ubiquitous access. Based on these actions, corporations built up expectations that the effort of customer query resolution process itself can be externalized. Any hint of failure in achieving this goal is then countered with even more information thrown at the customer. Consequently, many end customers complain that they have to do all the work now. They feel upset that the effort of service owed to them is being shunned by companies. Along with measurement of satisfaction, we must measure customer effort, or the experience of what it costs the customer in terms of intangibles to deal with the enterprise. Customer service associates and managers believe that the effort issue applies internally too. Suboptimal designs that ignore the effort levels required from employees end up alienating them this sense of alienation is then carried over to end customers.
10 Customer Experience Success Stories BPO models and customer experience are both vast subjects, and each of the suggestions we ve made in order to help you improve your end customer s experience is an independent subject by itself, with several possible variations. The most important thing to note is that these suggestions are not hunches, but are scientifically tested approaches drawn from varied disciplines such as Engineering, Psychology, Statistical Quality Control and Economics. Infosys BPO has drawn on these disciplines heavily and built proprietary approaches in technology, algorithm-driven sales, behaviorbased coaching and other analytical frameworks so as to help our clients deliver differentiated services to their end customers. The caselets in this section highlight some of Infosys BPO s successes using the approaches recommended in the previous section. The right mix of technology interventions and process changes To a large U.S. telecom service provider s customer service organization, Infosys BPO recommended a wrapper technology tool which could be used in conjunction with their existing CRM systems. Using this tool allowed the client to create a single view of the end customer for their associates across 23 different applications. This change resulted in a significantly improved ability amongst customer service associates to resolve end customer problems. Contact quality scores increased and handle times came down by as much as 10%. End customers benefited because they were able to get improved resolutions by spending lesser time, and client associates felt greater fulfillment due to the evidence of increasing numbers of satisfied customers, as well as reduced rework and complaints. This is a direct example of a change recommended by Infosys BPO that resulted in benefits to both end customers and agents. This example also illustrates that effort reduction ideas may come from both technology interventions as well as process changes. A multi-faceted approach of a custom resourcing and delivery model, coupled with technology interventions For a large, global telecom equipment manufacturer, Infosys BPO provides outsourced operations that involve customer and channel partner contact through multiple channels from five locations across five continents. While the relationship governance philosophy across all operations centers is the same, day-to-day management and operations structures are geography-specific. This has allowed end customers to experience personalized delivery, without the fetters of inflexible contracts. The client has been with Infosys BPO for almost 7 years, and local resourcing models have evolved continuously over time they have explicitly changed to fulfill customer expectations. The approach of moving away from a rigid and pre-defined, contract-driven delivery model, to one that s continuously malleable to customer demands has allowed the provider to deliver high levels of customer satisfaction. The client has benefited by capitalizing on satisfied customers, introducing target campaign mechanisms, and realizing the sales potential of service calls to the fullest. This is an example of how a multi-faceted approach of a custom resourcing and delivery model, coupled with technology interventions can deliver high-quality experience and revenues concurrently.
11 The Way Forward Suffice it to say that customer experience is built into the model. Often times, early decisions take hold of an outsourcing program s culture and possibilities, and changing this situation can be a large and risky undertaking. On the same hand, once elements that are crucial to customer experience have been built into your business model, sustainability becomes easy, and all the advantages follow from there on. While features of products and services continuously evolve, and their differentiation erodes over time, companies that invest in customer experience will be paid in handsome gains many times over. Furthermore, management literature now conclusively states that while product features are easy to copy, experiences and cultures are durable, and next to impossible to replicate. Back now to the industry conclave, I asked the SVP whether they had designed customer experience into their model, or had merely assumed that one model was as good as another in order to deliver the required experience benefits. He turned pensive, then reflective, and finally, resolute. I suppose he had bought the message hook, line and sinker. About the Author Vijay Narsapur Associate Vice President and the Strategic Business Unit Head Customer Service, Infosys BPO Vijay Narsapur is an Associate Vice President and the Strategic Business Unit Head for Customer Service at Infosys BPO Limited, a fully owned subsidiary of Infosys Limited. In this role, Vijay is responsible for all customer-service-related sales, pre-sales, solution design, products and offerings, and deliveryrelated activities. He is also responsible for strategic activities of the practice such as M&A, alliances and selection of delivery location. Vijay has been with Infosys BPO since February Since then, the notable achievements of the Customer Service Practice at Infosys BPO have been expanding the Customer Service business in the Philippines and Europe, and starting service offerings delivery in the Americas. Recently, the Practice has added several exciting offerings in the Social Media space, and was mentioned as a leader by a notable independent analyst firm. Vijay began his career in CRM with Deloitte Consulting s Parsippany-NJ office in He co-founded iseva, a BPO company, in March After iseva s partial acquisition in 2004, Vijay returned to India and has since been playing senior roles in the global BPO industry. In his previous role before joining Infosys BPO, Vijay was the SVP-Operations with Aditya Birla Minacs. Vijay is an Engineer-MBA by training, from IIT-Mumbai and IIM-Lucknow respectively.
12 About Infosys BPO Global organizations depend on Infosys BPO Ltd, the business process outsourcing subsidiary of Infosys Limited (NASDAQ: INFY) to deliver measurable business value. Infosys BPO s strong focus on industry solutions, technology and a consulting based approach has created new engagement models to help clients build tomorrow s enterprise. For more information, contact Infosys Limited, Bangalore, India. Infosys believes the information in this publication is accurate as of its publication date; such information is subject to change without notice. Infosys acknowledges the proprietary rights of the trademarks and product names of other companies mentioned in this document.
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Forever 21 Men 'The Good Sport' Lookbook 2015
Fashion label Forever 21 brings a sporty inspired lookbook for its menswear line.
'The Good Sport' Lookbook offers a collection of active wear styles for men, which and trendy and fashionable as well.
Athletic cuts, sharp details and prints are seen in the collection, which is a must have for men who love to work out and hit the gym.
The collection offers styles of striped tank tops, diamond quilted shorts, sweat shorts and shirts, drawstring hoodies, baseball tees, printed shorts, jersey tanks and more.
Accessories of the collection include drawstring bags, trainers and sandals.
Forever 21 Men 'The Good Sport' Lookbook 2015 Reviewed by Minza Siddiqui on 2/20/2015 12:24:00 PM Rating:


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Maruti IM-4 On Road Price In Mandi Gobindgarh
Looking for on road price of Maruti IM-4. Find it here. IM-4 On-road price in Mandi Gobindgarh indicated here includes registration,insurance,tax, and other charges. IM-4 dealers may or may not include extended warranty in the on-road price.
Maruti IM-4 Price in Mandi Gobindgarh
* Maruti IM-4 on road price in Mandi Gobindgarh indicated here is subject to changes. On-road price changes for different variant of the check. General offers and dealer offers may not have affected the IM-4 onroad price listed above. Customer who choose Maruti IM-4 finance option may pay more. Contact IM-4 dealers in Mandi Gobindgarh for accurate on-road price.
G.T. Road,Near G.P.S. College,Dist. Fatehgarh Sahib
Confusing yet? Looking for other options? Consider the following cars which competes with Maruti IM-4 in terms of segment, price, market positioning and features.
Maruti IM-4 On Road Price, Maruti IM-4 On Road Price, IM-4 On Road Price In Mandi Gobindgarh, Maruti IM-4 discounts in Mandi Gobindgarh, Maruti IM-4 finance.


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Q. With the announcement of the new guaranteed on-board travel bag sizes by easyJet from 2 July, it seems the luggage industry has been caught out. It's almost impossible to find luggage 50 x 40x 20. We have also just bought a 55x40x20 case and it will not qualify after 2 July 2013. Would you agree that easyJet has let down its passengers?
Ken Stone
A No. The airline's generous free cabin-baggage allowance, permitting a case of up to 63 litres with no weight limit, will continue. Other budget carriers either allow only modest amounts to be carried in the cabin, or - in the case of Wizz Air - are charging for carrying more than a laptop or handbag on board.
In contrast, easyJet's move is designed to modify the behaviour of a proportion of passengers to solve a familiar problem. Anyone who has flown on a busy easyJet flight, especially with lots of business travellers, will know that a frequent feature of such flights is that there is not sufficient space for "legal" cabin baggage (ie not exceeding the dimensions of 56 x 45 x 25cm). Excess cases are removed either at the gate or on board. There is no charge, but passengers have the inconvenience of no access to their cabin baggage, some risk of damage, and having to wait at the baggage carousel for their possessions.
All easyJet is doing is formalising the reality that, unless you have a bag small enough to fit under the seat in front of you, it will make no guarantees that you will be able to take it on board.
I sympathise with your just having bought a 55x40x20 case - total volume, 44 litres and acceptable on Ryanair. But I wouldn't worry about buying a smaller one; if easyJet has judged it right, other passengers will help relieve the squeeze.
Click HERE to email Simon.
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Subcategory: HP not specified
Model: TLB110
Miscellaneous Equipment, Generators (4725) in Cooperstown, ND
USED, low hour take-outs, 20-2000KW. Diesel, Propane & Natural gas.
View on Western Producer
Tillage/Harvest/Spraying, Air Drills (4250) in Benson, SK
less than 15,000 acres, DS w/MRB's, 10" spacing, 3 tanks metering, deluxe auger, bag lift, 591 monitor, shedded, $135,000.
Machinery/Equipment, Parts & Accessories (4211) in Yorkton, SK
More carbide than OEM tips for longer life. Paired row, $140; Sideband, $110. Ask us how to save 15% on your order.
Tillage/Harvest/Spraying, Air Drills (4250) in Darlingford, MB
57' 10" spacing, 550 lb. shanks, 4" rubber packers, 3" Atom Jet paired row openers with carbide tips and wings, DS dry, 430 bu. tank, 3 comp., 8 run double shoot, dual fans, variable rate drives, Trelleborg 900x60/32 tires, c/w mounte


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Painting by numbers is the perfect introduction to painting for all ages, as well as inexperienced artists. There's no need to worry about subject matter or composition, the board has been pre printed so all you have to do is simply read the instructions and start painting right away. This set contains all you need to create a stunning painting of sleeping friends: 1 paint brush, 10 acrylic paint pots, 1 preprinted Artist board, 1 preprinted practice sheet.
Not suitable for children under 36 months due to small parts.
Royal and Langnickel Painting By Numbers Sleepy Day
Junior Paint By Numbers Tigers
Junior Paint by Numbers Fairies
Junior Paint by Numbers Pug
Puppy Paint By Numbers
Junior Paint By Numbers Big Ben
Cat in Basket Paint By Numbers
Junior Paint by Numbers Unicorn
Junior Painting by Numbers Coral Scene
Junior Paint By Numbers Golden Fairy
Junior Painting by Numbers Puppies and Ducks
Royal And Langnickel Painting By Numbers Sleepy Day PJL28
Join our free Club today and get 15% off your first order, exclusive offers, invites to craft events and entries to competitions.
Hobbycraft is a registered trademark of Hobbycraft Trading Ltd.


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Saturday June 27th at 9:00am we will be getting a group together to tackle the Oak Leaf Trail from the Milwaukee County Sports Complex (60th and Ryan Rd in Franklin) and head North. This is an awesome trail that's very flat and smooth, goes through some nice wooded areas, and ends up going through Whitnal Park and the Root River Parkway. No set amount of miles on this trail because it really depends on how far you want to ride. Since it's all a trail you can turn back at any time and the trail ends at the parking lot where we begin. So to recap:
When: Saturday June 27th
Time: 9:00 am
Meet at:
Milwaukee County Sport Complex
6000 W. Ryan Rd
Franklin, WI 53132
Website: justrideit.wordpress.com
Let me know if you can make it. Feel free to bring along whomever you like.
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Phlebotomist PRN 9/8/2016
HCA Healthcare
Chattanooga, TN
JOB DESCRIPTIONAPPLY Job Code: 25378-51172
PRN/Per Diem
The HCA Physician Services Group (PSG) is the physician and practice management solution for the Hospital Corporation of America (HCA). PSG operates more than 800 practices, 78 urgent care clinics, and partners with HCA s 165 hospitals to structure employed provider programs, professional service agreements, and joint ventures that offer the communities we serve high quality, cost effective care. We manage a collection of highly motivated healthcare professionals and innovative leaders who are committed to excellence in every aspect of their career.
We offer an excellent benefits package, competitive salary and growth opportunities. Join our team and share your skills and talents with the nation's largest private provider of healthcare services.
The Phlebotomist collects blood and checks the quality of blood from donors.
*Preparing equipment to collect blood products efficiently.
*Cleaning and sterilizing equipment, instruments, and work area.
*Conducting designated laboratory testing.
*Performing veni-puncture, arterial, and capillary punctures on patients.
*Identifying and labeling specimens.
*Assisting in the care of the donor prior to, during, and after donation.
*Instructing patients on urine collection procedures.
*Allocating urine specimens.
*Performing bleeding time tests and urine dipstick tests.
*Performing sweat chloride collection procedure or Drug of Abuse urine collection procedure.
*Entering laboratory data into the computer system.
*Performing other related duties as required.
*Knowledge of laboratory techniques to perform routine blood and urine tests.
*Knowledge of lab equipment and testing to perform quality control tests.
*Knowledge of medical terminology to communicate with lab staff.
*Knowledge of all routine containers and minimum volumes required for specimen collection.
*Skill in operating a variety of laboratory instruments.
*Skill in labeling and maintaining all materials for collection.
*Skill in preparing written reports utilizing the results of lab tests.
*Ability to establish and maintain working relationships with patients and coworkers.
*Ability to communicate clearly and effectively.
*Ability to read and understand both written and oral instructions.
*Ability to maintain strictest patient confidentiality.
*Graduate from an accredited phlebotomy diploma program or an Associates degree in a scientific or health related field.
*One to two years experience as a phlebotomist, certified medical assistant, or EMT is required.
*Phlebotomy certification is required.
Last Edited: 12/27/2016
Apply For Job Email Job Save Job Print


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Is this restaurant good for large groups?
Can a gluten free person get a good meal at this restaurant?
Is this restaurant good for business meetings?
Is this restaurant good for lunch?
Are the prices at this restaurant mid-range / moderate?
Is this restaurant good for dinner?
Is this restaurant good for brunch?
Can a vegetarian person get a good meal at this restaurant?
Can a vegan person get a good meal at this restaurant?
Does this restaurant offer free wifi?
Thanks for helping!
Jason's Deli is our go-to to get a decent, resasonably priced meal with safe, clean surroundings. Recommend.
We had visited Jason's in Atlanta many times when traveling and was so glad Tallahassee now has one.
You can't go wrong if you choose their Reuben sandwich, however, my husband and I share it because it is so full of meat! They have a fantastic salad bar with a great variety to choose from and many other wonderful sandwiches....
After a long morning watching and running around an AAU Cross Country meet, my wife and I, and two teenage girls needed lunch before our long drive home (about 6.5 hours).
This Jason's Deli was right on our way headed west to get on the interstate, so very convenient on Apalachee Parkway.
For the 4 of us we had 2...
The food here is so good! The salads are huge & delicious. Everything is really fresh and healthy. Good spot if you're on a diet. I usually get the Big Chef salad or the Club salad. All the soups are good. Thumbs up for me!
We were starving and about to hit the road for a long drive when we stopped here. Great selection of healthy choices. My husband enjoyed the salad bar and it had enough protein options to make it a very satisfying meal even for him. I had the nutty mixed up salad which is always delicious.
We love the sandwiches! We go with co-workers and as a family. Has something for everyone. Soups are good. Salad bar is well appointed. The teas are refreshing. Plus, free dessert. Love it when we want fast and fresh.
Visit this location regularly when visiting Tallahassee. Consistently good food here. Salad bar well stocked and fresh. Soup and loaded baked potatoes equally good.
It is so popular you may have to wait for a seat a great selection we loved the 1/2 corn beef and french onion soup
My grown daughter and I wanted a quick bite of food around 4pm. We had heard that Jason's Deli had really good food, so we gave it a try. We took a look at the menus and couldn't make up our minds which sandwiches to order as everything on the menu sounded great. We asked for a sample of meatballs...
Calling this a Deli is misleading because this is a great place to because of the wide range of items available. deli sandwiches, great soups, salad bar as well as soft serve ice cream.
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Thesaurus: synonyms and related words
verb [ T ] uk /ɪmˈpɒv.ər.ɪʃ/ us /ɪmˈpɑː.vɚ.ɪʃ/ formal
(Definition of "impoverished" from the Cambridge Advanced Learner's Dictionary & Thesaurus © Cambridge University Press)
(Definition of "impoverished" from the Cambridge Academic Content Dictionary © Cambridge University Press)
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