Almost half (46%) of marketers only share customer insights, data and feedback with sales teams at most once a month, according to a new study.
New research from experience management company Qualtrics, conducted with 260 in-house marketing professionals, examines the extent to which marketers are working in a silo across many businesses. While integration with sales is lacking, the disconnect with other departments and teams is even more pronounced.
While 54% of marketers regularly share customer insights and feedback with sales, only 50% do so with customer service teams, 29% with the wider workforce, and 27% with the board or C-level executives.
While some marketers may question the need to keep the wider business in touch with customer insights, according to Qualtrics it is only by sharing data that businesses can develop truly effective customer experiences. Leonie Brown, Customer Experience Consultant for Qualtrics EMEA, explains: “Great customer experiences cannot exist in a vacuum. Brands must guarantee that every aspect of the customer journey is delivering a consistent, seamless and high quality experience. To achieve this, everyone involved – from sales staff to delivery drivers to the CEO – must understand how the customer thinks, behaves and what they are looking for.
“Access to data goes a long way to improve each interaction along the customer journey, but information alone isn’t enough. Today the vast amount of data that brands are using look only to the past for insights, reflecting previous shopping habits, purchases and behaviours. By bringing together insights from every customer touchpoint we can unlock “Experience Data” — or X-data — which reveals why consumers behave in the way they do and predicts their next move. That is the real secret to a successful customer experience.”
To find out more about the role of X data in customer experience management, download Qualtrics’ full report here.
Qualtrics commissioned a survey with a panel of 260 marketing professionals in July 2017. All respondents worked in-house (rather than agency-side) in UK-based organisations employing at least 50 people and had a minimum of two years’ experience in a marketing role. A second survey of 250 consumers was conducted in August 2017 using the Qualtrics platform.
New Delhi: The Supreme Court on Wednesday said unique identification number Aadhaar cannot be made mandatory for any national entrance examination for now.
The interim order was passed by a bench headed by Chief Justice Dipak Misra in a challenge to making the 12-digit number mandatory for National Eligibility cum Entrance Test (NEET) 2018 for admission to medical courses.
The court said other forms of identification such as voter ID, passport or ration card can be used to register for or appear in the coming NEET. The last date to submit applications for NEET conducted by the Central Board of Secondary Education (CBSE) is 9 March.
This means even a candidate who has Aadhaar is not required to produce it for appearing in national entrance tests like NEET.
Apart from sparing NEET candidates from mandatorily furnishing Aadhaar, the interim order also prohibits CBSE, Indian Institutes of Technology (IITs) and the University Grants Commission (UGC) from making the unique number mandatory for examinations like Joint Entrance Exam (JEE-Main) and National Eligibility Test (NET) and the Common Admission Test held by Indian Institutes of Management (IIMs).
The court also directed the centre to inform CBSE to follow the order and upload it on its website so that students are better informed. Currently, CBSE is the test delivery partner for most national entrance tests, including JEE-Main, NEET, UGC-NET and Central Teacher Eligibility Test.
Earlier this year, CBSE had issued notifications making Aadhaar must for appearing in several national entrance tests.
“The use of Aadhaar for applicants of UGC-NET(July) 2018 will result in accuracy of applicants’ details. This will also help ascertain identities of applicants at the examination centres in a convenient and hassle-free manner,” CBSE had said in one of its notifications dated 23 February, justifying the use of Aadhaar.
However, attorney general K.K. Venugopal told the court that the Unique Identification Authority of India (UIDAI) has not authorized CBSE to make Aadhaar mandatory for students to enrol for NEET.
A Constitution bench comprising Chief Justice Misra and justices D.Y. Chandrachud, A.K. Sikri, A.M. Khanwilkar and Ashok Bhushan is hearing the case against the Constitutional validity of Aadhaar.
The order was passed on an appeal by one Abidali Yusufbhai Patel, who had specifically challenged Aadhaar being made must for filling up NEET enrolment forms. The matter was mentioned in the morning and was taken up for hearing in the afternoon, along with the main challenge to Aadhaar that is being heard by the Constitution bench.
Patel had challenged a 27 February order passed by the Gujarat high court, which refused to grant interim relief to students seeking exemption from submitting Aadhaar while appearing for JEE(Main), 2018 (JEE) and NEET.
During the course of arguments, a challenge to Aadhaar being passed as a money bill was raised by lawyer and former finance minister P. Chidambaram, who carved out the distinction between a money and financial bill. Chidambaram is one of the lawyers representing the petitioners.
“A money bill cannot be introduced in Rajya Sabha. In this case, Rajya Sabha becomes only a recommending house. They have no legislative power but only recommendative power,” Chidambaram told the court.
A batch of petitions have been tagged by the Supreme Court to be heard by the Constitution bench. They challenge several aspects of Aadhaar, the 12-digit unique identity number that has become a bedrock of government welfare programmes, the tax administration network and online financial transactions, and the use/sharing of personal data collected by the UIDAI.
There are more than 1.2 billion Aadhaar holders in the country.
New Delhi: The CBSE has clarified that it has no role in deciding eligibility criteria for medical entrance exam, NEET, and grievances, if any, should be submitted to the Medical Council of India (MCI).
The clarification came following several complaints received by the Central Board of Secondary Education (CBSE) about barring open school candidates and those with biology as an additional subject in Class 12 from appearing for the National Eligibility Entrance Test (NEET).
“The responsibility of CBSE is limited to holding the NEET (UG) examination, based on the eligibility criteria provided by MCI. CBSE has no role to play in deciding the eligibility conditions,” the board said in an advisory.
Students who have pursued schooling through National Institute of Open Learning (NIOS)/ State Open School or those who studied biology or biotechnology as an additional subject in Class 12 are ineligible to appear in NEET.
“Therefore, all the grievances received by CBSE on these issues are disposed of. Candidates are requested to kindly read the information bulletin and FAQs hosted on NEET website before sending grievance to the board in any form,” it added.
This year, NEET will be held on 6 May. Online application process began on 8 February and 9 March is the last date to register. The last date for successful payment of fee online is 10 March till 11.50pm.
Indian public schools are seeing a systemic decline in enrolment, resulting in the massive growth of small and tiny government schools. According to a recent article by economist Geeta Kingdon, 419,000 (40%) of government schools had total enrolment less than 50, and 108,000 schools (10.3%) were “tiny” schools with enrolment of less than 20. Although the Indian public school system has addressed the problem of access, it has failed to withstand competition from private schools. These failures of the public school system call for an overhaul of the structure of schooling in India, especially at a time when the new education policy (NEP) is being drafted by the Kasturirangan committee.
Physical access to neighbourhood schools is now a reality, with 96% of the villages having an elementary school within a radius of 3km. However, physical access does not ensure adequate learning. Ten years of annual survey of education report (Aser) surveys and national achievement surveys by the National Council of Educational Research and Training (NCERT) have revealed a nationwide learning crisis. The first to exit dysfunctional public schools are those from better socio-economic classes, and the disadvantaged suffer. Studies have revealed that students drop out mainly because schools are not attractive physically and pedagogically. Better learning outcomes need functional schools—not just mere physical access.
The right to education (RTE) Act has defined norms for providing functional access such as pupil-teacher ratio, teacher qualification and infrastructure facilities such as availability of toilets, drinking water, library and playgrounds. However, in addition, we need enough teachers and staff per school, subject teachers in the higher grades, and pedagogical support for the teaching-learning process to make the schools functional.
The complex school organization structure across different levels, such as primary, upper primary and secondary schools, and multiple managements (within government and private) break the continuity in schooling, leading to higher dropout rates. There is no need to have separate primary-only schools when the constitutional mandate is completion of primary and upper-primary classes up to class VIII. With universalization of secondary education on the table, schools from primary to secondary should be integrated and secondary education should integrate vocational education to provide gainful employment.
Composite schools can be created through vertical integration across levels and a consolidation of neighbourhood schools to increase school size, ensure better rationalization of teachers and avoid multi-grade teaching. Consolidation brings efficiency, provides better facilities, trained teachers, more comprehensive curriculum, broader extracurricular activities and diverse social experience.
Many states such, as Andhra Pradesh, Rajasthan, Odisha, Himachal Pradesh and Maharashtra, have attempted to consolidate the schools (under names such as school rationalization, mainstreaming, amalgamation and integration) at the primary and upper-primary levels. Rajasthan has undertaken school mergers on the largest scale. About 17,000 schools were ordered to be merged, out of which 12,944 primary and 1,728 upper-primary ones had been merged as of 2016. However, these attempts have been made without adequate study of the need for consolidation and its impact on children in local communities.
School location decisions have to consider the optimal match of schooling demand with supply in the neighbourhood without compromising functional access. The following guiding principles could be followed for consolidation and restructuring: 1. Create before you destroy—construct a functional school infrastructure and appoint teachers in the consolidated school prior to shutting down schools; 2. No child left behind—school consolidation should not result in denial of access to any child; all possible transportation options should be explored, in case consolidation leads to difficulty in physical access; 3. Consult before consolidation—consolidation must be done with the consent of the community through consultations, and the alternative must include consensus on school location, transportation, etc.; 4. Vertical integration—school consolidation should ensure vertical integration across different levels.
Current norms for neighbourhood limits for schools are at different levels: primary schools within 1km, upper-primary schools within 3km and secondary schools within 5km. A common norm for all levels of schooling, with adequate flexibility to suit local conditions, could ensure vertical integration. Administratively, this requires the merger of Sarva Shiksha Abhiyan (SSA) and Rashtriya Madhyamik Shiksha Abhiyan (RMSA) at the Centre (which the ministry of human resource development is contemplating), and primary and secondary education bodies under the departments of education in states.
The Central and state governments should act as facilitators for consolidation and desist from taking a one-size-fits-all approach. Consolidation should be a local exercise—best decided by local authorities. The state governments should act as facilitators to the process of school rationalization by providing technical and financial support and capacity-building of local authorities.
India on Thursday successfully launched the GSAT-6A satellite that would provide mobile communication facilities, using its heavy rocket Geosynchronous Satellite Launch Vehicle (GSLV-F08), in a copybook style.
The GSLV-MkII rocket slung the satellite in a geosynchronous transfer orbit (GTO) from where it would be taken up to its final geostationary orbit by three orbit raising manoeuvres.
ISRO’s scientists at the mission control centre were visibly happy, slapping each others’ backs and hugging each other once the rocket ejected the satellite into the intended orbit.
Precisely at 4.56pm, the GSLV rocket ascended into the sky from the second launch pad here at Satish Dhawan Space Centre and the 49.1-metre tall rocket, weighing 415.6 tonnes, slung the two-tonne satellite into the intended orbit 17.46 minutes into its flight.
The purpose of the satellite is to provide mobile communication applications in S-band in five spot beams and C-band in one beam during its 10-year lifespan.
The Indian Space Research Organisation (ISRO) said that the GSAT-6A was similar to the GSAT-6 put into orbit in 2015.
The GSLV is a three stage/engine rocket. The core of first stage is fired with solid fuel while the four strap-on motors by liquid fuel. The second stage is the liquid fuel-propelled and the third is the cryogenic engine.
According to ISRO, two improvements – induction of high-thrust Vikas engine and electromechanical actuation system – have been made in the rocket’s second stage this time around.
One of the crucial rocket engines is the cryogenic engine, designed and developed by ISRO, and more efficient than the other two variants as it provides more thrust for every kilogram of propellant burnt.
With this successful launch, India established the performance of its GSLV-MkII rocket which in future may fetch orders from third parties for launching their satellites.
India puts into orbit foreign satellites for a fee using its lighter rocket – the Polar Satellite Launch Vehicle (PSLV) as their weight is not much.
Revenue for launching satellites depends on the weight of the satellite – higher the weight, higher will be the revenue.
According to the latest Economic Survey, foreign exchange earnings of India from export of satellite launch services increased noticeably in 2015-16 and 2016-17 to Rs. 394 crores and Rs. 275 crores from Rs 149 crores in 2014-15.
Zeta, a fintech player in the space of corporate employee benefits, has expanded its product offering by launching a new solution called, “Express Insights.”
Express Insights is a deep analytical solution that offers corporates and cafeteria vendors with detailed analysis to facilitate better food management and enhance overall cafeteria experience. Ramki Gaddipati, Zeta Co-founder & CTO shares with People Matters, ‘’Data Analytics today is the bedrock of any business. Most companies are nowadays looking at real-time analytics for decision-making, and Zeta’s Express Insights will provide them with the required data for taking such decisions.”
He further added that with this solution, companies can better manage their cafeteria inventory, get an insight into employees’ spending patterns, see the live menu, check vendor performance and conduct feedback surveys to understand the needs of their employees regarding facilities and cafeteria.
The insights provide comprehensive analysis on employee preferences such as favorite food items, least selling items, and thereby helping cafeteria vendors manage inventory better and control overall food wastage.
The company also mentioned that the corporates who are already using Zeta Express can access Express Insights to extract information on employee purchase behavior, vendor ratings and performance, settlement reports and even draw comparisons amongst various cafeterias across office locations for overall performance.
As earlier reported in People Matters, Zeta also introduced ‘Select gifting solution’ under its Rewards and Recognition portfolio. It enables corporates to instantly order and disburse virtual gift vouchers from brands such as Amazon, BookMyShow, and MakeMyTrip.
NASA’s Mars rover Curiosity has now marked 2,000 days on the red planet.
That’s 2,000 days by Martian standards. A Martian sol, or solar day, is equivalent to 24 hours, 39 minutes and 35 seconds. So 2,000 days on Mars equal 2,055 days here on Earth.
Either way, it’s a big milestone this week for scientists eager for Curiosity to begin drilling again, this time into potentially clay-rich rocks on the slopes of Mount Sharp. The six-wheeled rover has traveled 11.6 miles (18.7 kilometers) since its arrival in 2012.
The rover Opportunity, though, has Curiosity beat.
Last month, NASA’s busy Opportunity surpassed its 5,000 day on Mars. It’s been exploring Mars since 2004. NASA plans to send another robotic geologist to Mars in May. Named InSight, the lander will stay in one place as a heat-measuring device burrows deep into the Martian terrain.
Curiosity’s flight controllers, meanwhile, are testing a new drilling method. The rover’s drill stopped working properly in 2016, and so engineers devised another way to bore into Martian rocks and get the pulverised rock samples into the rover’s lab instruments.
Hawks, vultures and storks circle overhead as Christopher Sveen points at the heap of refuse rotting in the desert heat. “This is the mine of the future,” he beams.
Sveen is chief sustainability officer at UBQ, an Israeli company that has patented a process to convert household trash, diverting waste from landfills into reusable bio-based plastic.
After five years of development, the company is bringing its operations online, with hopes of revolutionising waste management and being a driver to make landfills obsolete. It remains to be seen, however, if the technology really works and is commercially viable.
UBQ operates a pilot plant and research facility on the edge of southern Israel’s Negev Desert, where it has developed its production line.
“We take something that is not only not useful, but that creates a lot of damage to our planet, and we’re able to turn it into the things we use every day,” said Albert Douer, UBQ’s executive chairman. He said UBQ’s material can be used as a substitute for conventional petrochemical plastics and wood, reducing oil consumption and deforestation.
UBQ has raised $30 million (roughly Rs. 195 crores) from private investors, including Douer, who is also chief executive of Ajover Darnel Group, an international plastics conglomerate.
Leading experts and scientists serve on its advisory board, including Nobel Prize chemist Roger Kornberg, Hebrew University biochemist Oded Shoseyov, author and entrepreneur John Elkington and Connie Hedegaard, a former European Commissioner for Climate Action.
The small plant can process one ton of municipal waste per hour, a relatively small amount that would not meet the needs of even a midsize city. But UBQ says that given the modularity, it can be quickly expanded.
On a recent day, UBQ Chief Executive Tato Bigio stood alongside bales of sorted trash hauled in from a local landfill.
He said recyclable items like glass, metals and minerals are extracted and sent for further recycling, while the remaining garbage – “banana peels, the chicken bones and the hamburger, the dirty plastics, the dirty cartons, the dirty papers” – is dried and milled into a powder.
The steely gray powder then enters a reaction chamber, where it is broken down and reconstituted as a bio-based plastic-like composite material. UBQ says its closely-guarded patented process produces no greenhouse gas emissions or residual waste byproducts, and uses little energy and no water.
According to the United Nations Environment Program, 5 percent of global greenhouse gas emissions are produced by decomposing organic material in landfills. Roughly half is methane, which over two decades is 86 times as potent for global warming as carbon dioxide, according to the UN Intergovernmental Panel on Climate Change.
For every ton of material produced, UBQ says it prevents between three and 30 tons of CO2 from being created by keeping waste out of landfills and decomposing.
UBQ says its material can be used as an additive to conventional plastics. It says 10-15 percent is enough to make a plastic carbon-neutral by offsetting the generation of methane and carbon dioxide in landfills. It can be moulded into bricks, beams, planters, cans, and construction materials. Unlike most plastics, UBQ says its material doesn’t degrade when it’s recycled.
The company says converting waste into marketable products is profitable, and likely to succeed in the long run without government subsidies.
“What we do is we try to position ourselves at the end of the value chain, or at the end of the waste management hierarchy,” Sveen said. “So rather than that waste going to a landfill or being incinerated, that’s kind of our waste feedstock.”
The wonder plastic isn’t without its sceptics, however. Duane Priddy, chief executive of the Plastic Expert Group, said UBQ’s claims were “too good to be true” and likened it to alchemy.
“Chemists have been trying to convert lead to gold for centuries, without success,” Priddy, a former principal scientist at Dow Chemical, said in an email to The Associated Press. “Likewise, chemists have been trying to convert garbage to plastic for several decades.”
UBQ said it is confident its technology will prove the sceptics wrong. “We understand that’s people’s perceptions. We hope to convince them in a professional and scientific manner,” Sveen said.
Even if its technology is ultimately successful, UBQ faces questions about its long-term viability. Building additional plants could be expensive and time-consuming. It also needs to prove there is a market for its plastic products. The company said it is negotiating deals with major customers, but declined to identify them or say when the contracts would go into effect.
The UN Environment Program has made solid waste disposal a central issue to combatting pollution worldwide. Landfills contaminate air, water and soil, and take up limited land and resources. A December 2017 report by the international body devoted five of its 50 anti-pollution measures to reducing and processing solid waste.
“Every year, an estimated 11.2 billion tons of solid waste are collected worldwide,” the organisation says. “The solution, in the first place, is the minimisation of waste. Where waste cannot be avoided, recovery of materials and energy from waste as well as remanufacturing and recycling waste into usable products should be the second option.”
Israel lags behind other developed countries in waste disposal. The country of roughly 8 million people generated 5.3 million metric tons of garbage in 2016, according to the Environment Ministry. Over 80 percent of that trash ended up in increasingly crowded landfills. A third of Israel’s landfill garbage is food scraps, which decompose and produce greenhouse gases like methane and carbon dioxide.
To UBQ, that means a nearly limitless supply of raw material.
“The fact is that the majority of waste goes to a landfill or is leaked into our natural environments because there simply aren’t holistic and economically viable technologies out there,” said Sveen.
LONDON–(BUSINESS WIRE)–SpendEdge, a global procurement intelligence advisory firm, has announced the release of their ‘Mercury Sulfate Market Procurement Report.’ The insights and data provided in this report provide a strategic analysis of the supply markets, factors influencing purchasing decisions, procurement best practices, pricing models, supplier landscape, and an analysis of the supplier capability matrix for the chemicals industry. This report breaks down the data and analysis behind the procurement of mercury sulfate and acts as an all-inclusive guide for making smart purchasing decisions.
“The demand for mercury sulfate is highly dependent on end-user industries such as chemical, consumer electronics, automobile, and pharmaceutical,” says SpendEdge procurement analyst Tridib Bora. “Also, the suppliers in the mercury sulfate market are involving in M&A to enhance their production capabilities and increase their geographical presence across niche penetrated regions,” added Tridib.
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Procurement analysts at SpendEdge highlight the following top three market trends that are contributing to the growth of the Global Mercury Sulfate Market:
- Increase in the use of mercury sulfate for water treatment
- Increase in R&D investments to meet industry-specific requirements
- Rise in M&A activities
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Increase in the use of mercury sulfate for water treatment:
Globally, the gradual rise in the sea levels has resulted in the need for improving the water treatment of water bodies. The procedure involved in the water treatment includes the addition of mercury sulfate, which separates the sulfate by forming methylmercury. In addition, the use of mercury sulfate also helps the buyers for the treatment of freshwater, and the treated water can also be used for domestic requirements.
Increase in R&D investments to meet industry-specific requirements:
Globally, the suppliers are steadily improving their investments in R&D to increase their production capabilities to meet the specific requirements of the end-user industries. The industry-specific grades are offered with varying properties and purity levels based on end-user applications of mercury sulfate. In addition, a gradual increase in the R&D investments also helps the buyers to adhere to regulations such as ECHA (EU), FDA (US), and EPA (US), which are set forth by the government.
Rising M&A activities:
The mercury sulfate market is highly fragmented with the presence of numerous regional and global suppliers across the globe. This has prompted the suppliers in the market to increase their M&A activities to reach out to a wider target audience. Moreover, it also helped the suppliers to strengthen their financial, technical, and production capabilities.
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