Da der elektronische Zahlungsverkehr fast doppelt so schnell wächst wie das weltweite BIP, ist der Standard für den weltweiten Zahlungsverkehr digital geworden. Aber bei fast der Hälfte aller Unternehmen schlagen 7•% der Zahlungen fehl, was dazu führt, dass jedes Jahr 3•% der Einnahmen verloren gehen und die passive Abwanderung um bis zu 40•% zunimmt. Kundenspezifische Zahlungsintegrationen und manuelle Strategien zur Zahlungsrückgewinnung verschärfen Probleme nur noch. Zuora Collect vereinfacht nicht nur den globalen Zahlungsverkehr durch die Unterstützung von mehr als 35 Gateways, sondern hilft Abo-Unternehmen auch dabei, bis zu 20•% mehr Geld einzuziehen und ihre Kundenbindungsraten um 13•% zu erhöhen. Dazu nutzt Zuora durch maschinelles Lernen gestützte Wiederholungsversuche, die auf dem leistungsfähigsten Datensatz der Subscription Economy® basieren.
„Mit Zuora Collect haben wir unsere durchschnittliche Zahlungsrückgewinnungsrate um weitere 10•% im Vergleich zu der Situation erhöht, als maschinelles Lernen noch nicht im Produkt zum Einsatz kam. Durch den Einsatz einer KI-gesteuerten Wiederholungsstrategie konnten wir außerdem darauf verzichten, ein zeitaufwändiges Forschungsprojekt zu starten, bei dem wir die optimalen Zeitpunkte für die Wiederholung von Zahlungen durch Tests hätten ermitteln müssen.“ – Susanna Wright, Fraud & Payments Manager bei Whitepages
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„Mit Zuora Collect haben wir unsere durchschnittliche Zahlungsrückgewinnungsrate um weitere 10•% im Vergleich zu der Situation erhöht, als maschinelles Lernen noch nicht im Produkt zum Einsatz kam. Durch den Einsatz einer KI-gesteuerten Wiederholungsstrategie konnten wir außerdem darauf verzichten, ein zeitaufwändiges Forschungsprojekt zu starten, bei dem wir die optimalen Zeitpunkte für die Wiederholung von Zahlungen durch Tests hätten ermitteln müssen.“ – Susanna Wright, Fraud & Payments Manager bei Whitepages
" ["cta_text"]=> string(19) "Jetzt herunterladen" ["form"]=> bool(true) ["resource_marketo_form_id"]=> string(4) "4873" ["marketo_form_title"]=> string(19) "Jetzt herunterladen" ["content_type"]=> int(33015) ["selectable_resources"]=> array(2) { [0]=> object(WP_Post)#20027 (24) { ["ID"]=> int(78701) ["post_author"]=> string(3) "227" ["post_date"]=> string(19) "2020-05-14 08:28:22" ["post_date_gmt"]=> string(19) "2020-05-14 15:28:22" ["post_content"]=> string(5527) "Learn more about the Subscription Economy and how subscription businesses are faring amid COVID-19. " ["post_title"]=> string(45) "A New Opportunity for Subscription Businesses" ["post_excerpt"]=> string(0) "" ["post_status"]=> string(7) "publish" ["comment_status"]=> string(4) "open" ["ping_status"]=> string(6) "closed" ["post_password"]=> string(0) "" ["post_name"]=> string(45) "a-new-opportunity-for-subscription-businesses" ["to_ping"]=> string(0) "" ["pinged"]=> string(0) "" ["post_modified"]=> string(19) "2024-01-29 17:51:11" ["post_modified_gmt"]=> string(19) "2024-01-30 01:51:11" ["post_content_filtered"]=> string(0) "" ["post_parent"]=> int(0) ["guid"]=> string(44) "https://zuorainternprd.wpengine.com/?p=78701" ["menu_order"]=> int(0) ["post_type"]=> string(4) "post" ["post_mime_type"]=> string(0) "" ["comment_count"]=> string(1) "0" ["filter"]=> string(3) "raw" } [1]=> object(WP_Post)#20028 (24) { ["ID"]=> int(80196) ["post_author"]=> string(2) "18" ["post_date"]=> string(19) "2020-06-18 17:36:26" ["post_date_gmt"]=> string(19) "2020-06-19 00:36:26" ["post_content"]=> string(4005) "Let me begin this week’s newsletter by stating for the record that I think most CFOs are fine people. They are responsible and detail-oriented. Lots of times, they are way more friendly and outgoing than you might think. But do we really need them? As the guardian of the financial health of an organization, a CFO has a number of very important responsibilities: compliance and governance, budget allocations and audits, tax planning and forecasting. These jobs are not just important, they are “jail-time important” - i.e., if you mess up, there’s a chance you might wind up in orange pajamas. But let’s face it, you don’t need to pay a fancy CFO to do all that stuff. Just hire an accountant, or pick up a copy of QuickBooks. Financial health of an organization? There’s an app for that (several, in fact). Besides, none of it is exactly rocket science. Double-entry bookkeeping has literally been around since the 15th century. Here’s the basic formula: your credits have to match your debits. Once the columns line up, then you close the books. That’s it. Okay, you can probably see where this is headed, dear reader. You actually do need a CFO. Just not the kind that most people are probably thinking of when they think of a CFO. Traditionally, 80% of a CFO’s job was to tell people what happened. To keep score. To track the budget. The other 20% was to interpret those numbers in order to direct resources, create forecasts, and manage strategy. To write the next part of the story. Today, that ratio has flipped. Today, CFOs are far more concerned with business models than budgets. Now, don’t get me wrong - compliance and governance are absolutely essential. But running a budget is fairly straightforward. It’s about handing out headcount and expense against assumed revenue. And most CFOs have good teams for that. A business model, on the other hand, is a mix of strategy, insight and ideas that forms a quantitative but fluid framework. It both effects change, and reacts to it. And since customer-centric models are becoming the norm, business models are becoming more dynamic, and more strategic. And you need someone to lead that business model. You wouldn’t buy a car with a driver’s seat facing the rear window. That’s why you should hire a CFO. (Here’s another way of looking at it: what’s the difference between a CFO and a COO? Good question!) Over the next several weeks, I’m going to talk to some CFOs that I admire about the massive disruption happening in finance departments today. We’ll be discussing topics like:+++This article was written by Des Hang, cofounder and CEO of car subscription service Carbar. The article was originally published on The Australian. For the first time in a long time in Australia, consumer spending is in free fall. If the latest transaction data release by CBA is any indication, panic buying has given way to a hoarding mentality where the average Australian is saving their cash for a rainy day.Spending in New South Wales and Victoria account for almost half of all consumer spending in Australia. According to CBA, that’s down by almost 15 percent. That's been reinforced by Westpac's Consumer Confidence survey last month recording the largest drop on record. But what would be interesting to know, and what was excluded from studies on consumer spend, was whether any consumers shredded any of their subscriptions in response to COVID-19. I have a hunch that they didn’t, and furthermore that this period could serve to further validate this business model. That suspicion is backed up by global data from subscription technology business Zuora. They found that over half of the subscription businesses surveyed as part of their global subscription index reported a limited impact from COVID-19. A quarter of them are even growing in this environment. The subscriptions that are growing the most are digital services and digital media. This includes your TV streaming services, but also e-learning, communication tools and news media subscriptions. No surprise that the subscriptions that are consolidating revolve around travel and sports services. Why hold onto a gym membership when you can’t go to the gym? There isn't any firm data on how this is playing out in Australia. But given the logic behind these numbers, I would expect these trends to be holding true here too. This means that despite the economic decline, there are a number of subscription businesses either holding numbers or growing despite adversity. This has been the experience for Carbar. We’ve had growth in our subscription business across all three states that we operate in, with Queensland — our newest — seeing the highest growth. The main reason for this, we feel, is that there’s been an uptick in demand for private transport during the pandemic. Consumers also don’t want the overhead of debt or upfront registration fees and prefer to hold onto their cash during uncertain times. But, admittedly, it has been accompanied by some churn. A small number of customers have ended their subscription, largely because they weren’t using their car. However, if it's for the right reasons, I’d argue that churn isn’t a bad thing as your customers will come back. Many of ours leaving our service have told us they’ll resign when normality returns, and do they need regular access to a car again. This does, however, make me wonder whether the services who have seen an uptick now — such as streaming platforms — will struggle to hold their customers when we’re allowed out of our houses again. If anything, these musings and the apparent stability of most subscription-based businesses during this really dire period should give the broader business community some pause. While not all companies can operate on a subscription model, are there ways that some businesses can build it into their operations to give it more resilience? Retail, for instance, is a classic example. Can they roll out a subscription model for their goods, and provide enough value that it’s a genuine alternative to ad hoc shopping? This may sound out of the question. But a few years back, the idea of having a car on subscription was a pipedream. We’re still educating the market on the benefits of it, and it is a long term play. However, we’re still seeing some growth in a period where the entire auto industry is rapidly consolidating. If I had to put money on it, I’d wager that in a post-COVID-19 world more services will become subscription-based. Things that we never imagined would be a subscription too. The model is being stress-tested by COVID-19 and so far, the results are promising.
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