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Doing all of this is especially important if you are traveling some distance from school as the cost of living may be significantly higher than where you live currently. Federal Student Aid at ed.gov – The federal student aid website with great information on searching and applying for federal student aid. List of Average College Costs By State at allcollege.org – A listing of average tuition, room and board costs by state and college type.
Disclaimer: This spreadsheet and the information on this page is for illustrative and educational purposes only. Roofing estimates and the time it requires to receive a roofing estimate is not exactly a fun task. Roofing contractors should be able to provide you with a wide variety of value in return for your consideration of using them to perform your roofing job.
There is no way to guarantee yourself a positive experience from a contractor that’s been in business for a long time versus a fairly new contractor.
Make sure that your contractor  has accounted for pulling a building permit as part of your bid. This is important to know if for no other reason that you’ll get the materials you contracted to receive.
It’s also important that you understand exactly which types of materials are being installed. Our recommendation is for you to ask specifically which sheeting product and which felt underlayment will be installed on your roof.
Jobsite safety and cleanliness is something that needs to be important to everyone involved in a new roof job. It is important to understand that the workmanship warranty being given to you is only as good as the likelihood of that contractor being in business to support it.
This entry was posted in Roofing, Roofing Products, Selecting a Contractor, Ventilation and tagged Leaky Roof, New Roof, Roofing Estimate, Selecting a contractor. After reading your blog post I browsed your website a bit and noticed you aren’t ranking nearly as well in Google as you could be. I wish to express my admiration for your generosity for visitors who have the need for help with in this field. The increasing ubiquity of mobile technologies suggests opportunities for financial services companies to cultivate deeper customer engagement and boost brand loyalty. While many financial services companies have been relatively quick to jump on the mobile bandwagon, the industry still has a long way to go in capturing the full potential of this rapidly evolving technology.
What’s more, the highly dynamic nature of mobile technologies is likely to present financial services companies with two additional challenges.
The data presented in the report are from an online survey conducted by Andrews Research Associates on behalf of the Deloitte Center for Financial Services. Meanwhile, the “mobility” in mobile technology is becoming increasingly relative, as 57 percent of respondents to the recent Deloitte survey use smartphones “the most” in their homes. Not all industry sectors are moving forward at the same pace in terms of consumer awareness, perception of value, and adoption.
Part of the reason for this is that banks simply interact more frequently with consumers, making mobile options more convenient and valuable. This is not to suggest that banking is necessarily ahead of the other financial services sectors in terms of mobile capabilities. While this is a necessary step, financial companies will likely need to pursue a dual strategy going forward to make further headway with consumers on the mobile front. A third path might be to generate additional revenue by charging fees for those who want premium mobile financial services. Customer engagement is increasingly becoming a key focus area for financial services companies. But a key obstacle for companies is that consumers have become less trusting and more demanding.
So in an age where attention spans are short and competition for mindshare intense, how can financial services companies build and enhance customer engagement? But how can financial services companies proactively elevate customer engagement beyond the existing boundaries offered by current mobile experiences?
Tackling these three elements can help financial services companies create deeper engagement with consumers and become an integral part of a customer’s regular mobile routine. Providing financial services via mobile devices—whether simply to follow the migration of consumers from desktops and laptops to smartphones and tablets or to achieve more ambitious engagement objectives—is only half the battle. Lack of awareness is a major barrier to adoption for at least two of the three financial sectors.
Keep in mind that companies still have work to do to achieve full utilization of even routine capabilities. Again, this may in part be attributable to the nature of basic banking versus other financial services, with bank customers making inquiries and initiating transactions more regularly. Right now, the vast majority of mobile interactions with financial services companies involve rather routine transactions.8  In banking, that means accessing account balances, finding a nearby branch or ATM, transferring money, and paying bills. This trend persists despite the frequency of advertisements in mainstream media calling attention to the availability of mobile apps offering routine transactional capabilities. If they haven’t already done so, companies should also be training client-facing staff to continually point out and remind customers about the mobile services at their disposal, especially since mobile adoption could spare such client-facing personnel the burden of performing many routine functions or responding to frequently asked questions.
But even if greater awareness is achieved, adoption could still be a problem for many financial services companies due to technical challenges related to the devices themselves and the wireless networks they tap, as well as psychological misgivings arising from widespread concerns about privacy and security. Mobile technology offers the convenience of access on the run, from virtually any location.
Yet for many consumers, when it comes to conducting financial services over mobile devices, the advantages and conveniences offered by smartphones and tablets are being trumped by more negative considerations about the devices themselves and data security. For instance, one in four survey respondents said that the difficulty of seeing and typing on a small smartphone screen was a significant limitation that discouraged them from using their mobile device more often (figure 2).
Meanwhile, 61 percent of those who do not regularly use mobile devices for financial services cited security issues as the prime reason. This is one area where banks are at a decided disadvantage compared with other financial sectors. A little over one-third of respondents were insecure about transacting financial services business on mobile devices because they do not trust the security of the Wi-Fi and mobile networks transmitting their data. To boost adoption and set the stage for more ambitious applications, companies will likely have to take tangible steps to reassure consumers about the security of their mobile financial transactions. Younger respondents, in general, were more aware of the availability of mobile apps in financial services, as well as more likely to use them. Another way to widen adoption and expand usage of mobile financial applications might be to target different audiences with different messages, focusing on whatever issues concern each segment the most.
Indeed, age was the most significant differentiating factor among the consumers in our survey. Still, while younger consumers may be more receptive to services via mobile devices, that does not mean they will be an easier group to recruit and retain as customers simply because of the availability of financial apps. In addition, while older consumers might be a tougher sell for mobile services because of their deeper concerns about security and the ease of using smartphones, this segment, broadly speaking, has the most to bank, invest, and insure.
One of the most entrenched beliefs in the financial services industry has been the notion that certain services—especially those that are complex in nature, such as wealth management or annuities—can only be delivered using high-touch, person-to-person interactions.12 This prevailing wisdom has dictated many a service delivery strategy in the past. Fortunately, advances in mobile technology, coupled with more robust network and data infrastructure, can further accelerate this trend toward low-cost channels.13 Some services, hitherto delivered using the high-cost face-to-face method, can now be offered virtually, using innovations such as video-enabled ATMs, voice-over-IP video services, video calls, and mobile web conference apps. Potentially, these virtual-touch channels could also result in cost savings due to higher productivity, decreased travel time by service staff, and a reduced need for physical office space.
In our survey, about half of the respondents found immediate access to a video call with insurance agents, personal bankers, and investment advisors appealing (figure 5). The survey also shows that voice commands are seen as quite helpful by a majority of respondents. The comforting fact is that video-, image-, and voice-based features have now become basic functionality in mobile devices. The challenge of migrating to an increasingly v-touch world is not restricted to consumers alone.
Biometrics is another mobile device capability that financial services companies could leverage to make customer interactions easier and more secure. However, the comfort level with biometric security and encryption decreases as the amount of the transaction increases. It appears that GPS, which most smartphones have these days, is ripe for value-enhancing services by financial services companies. However, financial services companies may face some obstacles in collecting and using this information. Given the pace of technology advancement in the mobile space, financial services leaders should be rethinking how mobile device technologies may develop and be ready to quickly adjust to the emergence of technological enhancements that may not be currently envisioned. One way to approach this planning is to consider how future enhancements may allow financial services companies to overcome some of the barriers highlighted in our survey, such as the difficulty of reading and entering information on smartphones, concerns about device security, and transaction complexity. In the future, device security may be improved by ongoing developments surrounding these sensors. There are also potential value-added services that companies could contemplate based on the evolving sensing capabilities of mobile devices.
Future developments may therefore offer improved sensing of the world surrounding the user. Mobile phone sensing data also may be used to drive an analysis of group and population movements and behaviors that could yield interesting and powerful insights. At their inception, mobile phones were designed to simply replicate landline voice communication through a cellular network. Going forward, mobile ad hoc networks (MANETs) may enhance the traditional communications capabilities embedded in mobile devices. Company leaders may therefore need to think about how they could position their companies as a trusted partner to participate in these MANETs. Our survey suggests that many consumers struggle with mobile interface readability and usability for financial services functions (figure 2). The Fin, developed by a start-up in India, is a gesture-based technology that allows one to use hand gestures to control an array of connected devices such as televisions, computers, and mobile phones.24 SixthSense, an MIT Media Lab project, combines gestural capabilities with a wearable connected projector that turns any physical surface into a screen. Taking it one step further, another Media Lab project called Data Objects is examining how data could be untethered from devices and either moved from one device to another or carried. Financial services companies could potentially improve the user experience if the boundaries of the interface were expanded. While the potential developments explored above may be exciting to consider, there may also be limitations in the near term.
Advances in mobile capabilities proceeded slowly from the inception of the first cellular networks in the late 1970s to the development of multitouch smartphone technology around 2007. As MIT Media Lab’s Lippman notes, mobility will change the way people think about the space around them. In the not-too-distant future, new technologies will likely be added to the mobile platform that take advantage of its ability to know where it is, see what is around it, communicate with other local devices, and connect with information sources that have yet to be deployed. Financial services companies may take the opportunity presented by the rapid, continuous rollout of mobile technologies to create deeper, real-world engagement with consumers. The Deloitte Center for Financial Services (DCFS), part of the firm’s US Financial Services practice, is a source of up-to-the-minute insights on the most important issues facing senior-level decision makers within banks, capital markets firms, mutual fund companies, private equity firms, hedge funds, insurance carriers, and real estate organizations. We offer an integrated view of financial services issues, delivered through a mix of research, industry events, and roundtables, and provocative thought leadership—all tailored to specific organizational roles and functions.
Penny Crosman, “Q&A with Westpac’s digital chief on wearable computing, iBeacon,” American Banker, Bank Technology News, February 19, 2014.



Joel Schectman, “In mobile, customer engagement more important than sales,” Wall Street Journal CIO Journal, September 10, 2013. Please note that the total percentage in the charts may not add to 100 percent due to rounding error. Pankaj Sharma, “Evolution of mobile wireless communication networks-1G to 5G as well as future prospective of next generation communication network,” International Journal of Computer Science and Mobile Computing 2, no. Mary Wisniewsk, “ING Direct Canada first in country with mobile deposit,” American Banker, June 17, 2013. Stephen Mayhew, “InAuth unveils native voice biometrics for mobile banking,” October 2, 2012. This report is an independent publication and has not been authorized, sponsored, or otherwise approved by Apple Inc.
Anne Eisenberg, “Reading your palm for security’s sake,” New York Times, December 28, 2013. Andrew Lippman (associate director, MIT Media Lab), interview with the authors, June 4, 2013. Val Srinivas is the banking and securities research leader at the Deloitte Center for Financial Services, where he is responsible for driving the Center’s banking and securities research platforms and delivering world-class research for our clients.
Sam Friedman is the insurance research leader at the Deloitte Center for Financial Services. Jim Eckenrode is the executive director of the Deloitte Center for Financial Services, where he is responsible for defining and guiding the marketplace positioning and development of the Center’s eminence and key activities. This student budget worksheet will help you with college budget planning for each semester. See the blog article below as well as the College Savings calculator for more information about saving for college. Don't fall into the trap of heavily supplementing your meal plans with groceries or fast food.
That said, another rainy season is upon us and you believe that you need to have your roof looked at and possibly replaced.
If any of the items below are not found on the roofing estimate, ask the roofing contractor for the information. Let’s briefly go over each of these items and try and gather a clear understanding of their importance. That said, assuming both contractors meet your selection criteria, the contractor that has been around the longest is probably a safer choice. While these may very well be qualified professionals, it is imperative that you understand that this just adds another layer of complexity to the issue.
There are jurisdictions that do not require a building permit in certain instances of a re-roof job.
Both meet code requirements in most cases yet the 30 lb is thicker and costs almost double what the 15 lb felt costs. Asking these questions further alerts the contractor that you’re on top of things and might be incentive enough for them to not try and pull a fast one to increase their profits after a contract has been signed. This is important because often with just a slight increase in costs you can add 10 or more years of projected lifespan of your roof. As a homeowner you need to know that the contractor will work hard to make sure to not destroy any of your property while performing your new roof job. There is no right answer but it is important for you to know going in approximately how much time to expect to have contractors on your property. The clearness on your post is just spectacular and that i can suppose you are knowledgeable in this subject. Our hope is that we can help people to make well informed decisions where roofing and roofing contractors are concerned.
If you need anything from me you can contact at my %URL% website for more information, and I always have some FREE information or downloads go here => %URL%. Your real commitment to passing the message all around appeared to be surprisingly beneficial and have in most cases helped guys much like me to get to their pursuits. For instance, almost all major banks, insurance companies, and investment firms have mobile apps.1 However, according to our recent survey of consumers (see sidebar, “About the survey”), an alarmingly high percentage of respondents are unaware of financial services mobile apps available to them. First, “mobile” is becoming less about a specific device and more about how to augment customer interactions with the multiplicity of technology options available now, with more to come in the near future.
The survey was conducted during the first two weeks of January 2014 and had a total sample of 2,193 respondents. In January 2014, the bank announced that it is testing the latest innovations in wearable technology (Google Glass™ and smart watches) and micro-location sensors such as iBeacon™ to “drive customer value.”2 Westpac is not alone at the forefront of mobile technologies. Due to mobile’s ubiquity and ease of use, consumers are tethered to their mobile devices to an extent unmatched by any other technology in the past.
Given this fact, should the at-home mobile experience that financial services companies offer be different from out-of-home experiences, where there is perhaps greater concern about security and privacy?
But this time around, financial services companies are better prepared to keep pace with innovations and creatively adapt them to serve customers. Indeed, the majority of respondents to our recent consumer survey about the use of mobile technology in financial services were not even aware whether their insurer or investment manager offered a mobile app. Insurers, for example, usually only engage policyholders at the time of sale, at renewal, or when a claim is filed, while most individual investors do not make frequent changes to their investments. Thus far, the banking, insurance, and investment management sectors have all focused primarily on migrating existing online functions onto tablets and smartphones. The more immediate goal is to raise awareness of the current, rudimentary services available through mobile. Such initiatives may prove to be problematic, however, as our survey found few respondents open to the idea of actually paying extra for mobile services. The financial crisis, in particular, eroded consumer trust across the financial services spectrum. The first step is to generate awareness of a company’s mobile offerings; the second step is for the consumer to adopt them. Accomplishing this will require agility and persistence, as the development of mobile capabilities in this rapidly evolving technology environment is likely to be an ongoing journey rather than a final destination. The other half is making consumers aware of these capabilities and then convincing more people to actually use them.
For example, 65 percent of survey respondents with a life insurance policy were not even sure whether their carrier offered a mobile app. In fact, 63 percent of smartphone users had interacted with their bank via a mobile app, compared with less than half that percentage for insurance and investment management. But the twofold challenge for all financial sectors remains: how to increase the number of mobile interactions with consumers, as well as how to initiate and maintain deeper engagement via mobile devices by offering more sophisticated capabilities. For example, over half of the respondents in our survey do not use mobile devices to pay bills or transfer funds, and a large majority does not use them to transfer money to other people or to make deposits remotely by taking a picture of a check and forwarding it to their bank.
In addition, many people are using mobile devices for a variety of purposes in the comfort of their own homes, working their TV remote control with one hand and a mobile device with the other (if they are not already watching a program or playing a game on their smartphone or tablet).
Such factors—which were much less of a concern for those using tablets—were also cited, particularly by older consumers, as by far the two most significant barriers to using smartphones to conduct their financial services business. This is 22 points higher than the percentage citing the next most common reason (a preference for doing such business in person or with a human being over the phone). In our survey, 64 percent of respondents said they were either extremely or very concerned about data security when banking over their mobile devices, versus a smaller (but still substantial) 54 percent of investment management clients and 45 percent of insurance consumers.
Meanwhile, when asked about their primary security concern, 28 percent cited the risk of their mobile device being lost or stolen, and 21 percent cited the risk of identity theft (figure 3). Along those lines, 80 percent of those surveyed would like the ability to remotely disable a lost or stolen device, while 72 percent would appreciate the use of biometric identification (such as fingerprints or eye scans) to enable a device for financial services transactions. Older prospects could receive mobile pitches about a company’s efforts to alleviate security concerns for routine transactions. Indeed, this segment is likely to be more demanding in their expectations for mobile financial services, given their mobile service experiences with other industries employing more advanced apps. Targeted efforts to communicate how mobile security and usage issues might be overcome are therefore critical. Among their “cool” features are high-quality cameras, voice commands, finger scanners, heart rate sensors, and fitness trackers.
But, more recently, economic pressures have driven some financial services companies to rethink this approach and to become more selective in using high-cost delivery models.
On the other hand, v-touch could also drive greater demand for service time, leading to the need to maintain greater capacity to handle these interactions. This level of interest is uniform across income groups; however, younger respondents assign a higher value to these options.
More than half thought that using voice commands for basic services such as bill payments or looking up account balances was helpful. This trend is already underway in a number of areas, where customers can send images of documents for loan processing, funds transfers, or insurance claims. And with bigger screen sizes on the horizon (with the emergence of “phablets,” for instance), one can easily envision virtual methods of interaction with companies becoming more common in the future.15 Of course, v-touch might not appeal to all segments equally, but increasing consumer comfort will lead to a greater propensity to use it. Companies will need to invest in new infrastructure to enable virtual interactions and train their staff to conduct these sessions effectively. According to our survey, nearly two-thirds of smartphone users said they would find it valuable to use biometric identification (fingerprint, voice scan, or retinal scan) on mobile devices for ATM transactions and payments (figure 6). For instance, the proportion of consumers who are comfortable with this technology drops from 26 percent for a transaction size of $1,000 to only 11 percent for a transaction worth $10,000.
Telematics (that is, the use of sensors to track driver behavior) is one particular example. For instance, only about a quarter of our respondents said they would be willing to link the GPS function on their smartphone or tablet to bank accounts to make it possible to pay automatically for routine expenditures.
These enhancements may center on three major attributes of mobile devices: their sensing capabilities (such as cameras and accelerometers), the ability to connect to a network for communications purposes (for example, cellular, Bluetooth, and Wi-Fi), and the human interface (the screen and intelligent personal assistants).
We have already mentioned how beacons and other sensors are being embedded into billions of objects, bringing the real and digital worlds together. Adding data services for Internet and email access, and other antennae for point-to-point connection using near-field communications protocols like RFID and Bluetooth, proved valuable and popular as well.
These technologies involve the establishment of local, identity-based networks among a group of mobile devices—a build-your-own network, if you will.
For example, in a system arguably without central control, how could a bank support these kinds of “collaborative commerce” opportunities through the deployment of location-based payment services that may not be routed through traditional payment or carrier networks? While the increasing variety of screen sizes and the customization of apps both hold some promise as a way to engage the customer in the short term, wearable technologies become more interesting when one considers the ways that the functions of a user interface—manipulating and viewing—could more radically change. These two technologies may suggest ways that mobile devices could be untethered from the perceived limitations of the mobile phone-based interface by turning any person into a multidevice “clicker” and any flat surface into a screen. For example, how could a client’s meeting with his or her broker be improved if multiple devices could be connected, displayed, manipulated, and saved on a larger “screen” than that of either a desktop or a tablet?
Adding more computational power to these devices could stretch battery capacity to the theoretical limit. This creates an opportunity for financial services providers to get ahead of the curve on mobility, while avoiding the potential of being wiped out by the tidal wave in mobile applications.
Ultimately, it may require companies—and all of us along with them—to reimagine what mobility means. By developing and deploying more interactive applications that help banks, insurers, and investment companies become an integral part of a consumer’s regular mobile routine, such companies can learn to use mobile apps as an increasingly important differentiator in attracting and retaining clients in the years to come. Farrell, “Fidelity develops investment app for Google Glass,” Boston Globe, August 13, 2013. Srinivas has more than 15 years of experience in research and marketing strategy in the credit markets, asset management, wealth management, risk technology, and financial information markets.
Friedman joined Deloitte in 2010 after a three-decade career as a business journalist, most prominently as group editor-in-chief of property-casualty insurance publications, websites, and events for National Underwriter, where he published an award-winning blog and magazine column. Prior to joining Deloitte, Eckenrode served as the banking research executive at TowerGroup. But in this post i will explain Sweet zellwood corn takes center stage along with live entertainment, festival food, open date: sat, jun 06, 2015.


Every college student should put together a college budget plan to determine how they are going to afford their college education. It includes many school-related expense categories, so you can get a good realistic start on your budget. Staying in business for a long period of time is not nearly as easy to do as starting up a new business. Click the link be taken to the state of California State Contractors License Board. If you live in a different state you should be able to find your information by clicking here. Our advice is to make a phone call or visit the city you live in in person or online and verify if a building permit is required. We’re of the opinion that maintaining a safe and clean jobsite should rank high every contractors jobsite checklist and equally on yours. Typically, these warranties are all going to have very good protection during the first years of the roof’s lifespan and will pro-rate after x number of years.
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Even if customers are familiar with them, many are hesitant to use such mobile services due to concerns over security, privacy, and ease of use. Initially viewed as a convenient extension of services over the phone, offering voice activation, push-button instructions, and live interactions, mobile now encompasses a range of digital devices and applications to widen engagement opportunities with customers on the go, as well as those who increasingly use mobile devices in their homes or offices.
Survey respondents were required to own a smartphone, be at least 21 years of age, have a minimum annual household income of $25,000, and have a bank checking account.
And for many, mobile is increasingly becoming the primary method of interaction with their financial services providers. Should financial companies and other service providers be designing “location-aware” and “context-specific” mobile offerings? This is evident in the sharper strategic focus and organizational energy around the mobile channel we observe in all financial service sectors. In addition, they placed a much higher value on the ability to interact using mobile devices with their banks than with other financial providers.
Banking customers, on the other hand, pay bills, make deposits, or withdraw funds on a daily, weekly, or at least monthly basis.
Following a pattern similar to the early days of web adoption, the emphasis has been on incorporating fairly routine transactions onto mobile platforms. However, the longer-term objective should be to move beyond transactional, episodic interactions and offer more engaging real-time services so as to differentiate a company’s mobile capabilities and boost brand loyalty.
Still, companies could reap a substantial, albeit indirect, return on their mobile investments by offering “killer apps” with unique, value-added benefits that enhance the customer experience, bolster client retention, and draw new prospects into the fold. Few would doubt that engaged customers translate to greater economic value: Customers who are more engaged tend to be more loyal and, as a result, more profitable. The third step is consistent usage—that is, once a mobile offering (an app, for instance) is adopted, it has to be used on a regular basis. The same can be said for 63 percent of those with homeowner’s or renter’s insurance, as well as 57 percent of auto insurance consumers.
As for value, 39 percent of those surveyed characterized the ability to deal with their bank on a mobile device as extremely or very important, versus only 23 percent for investment-related activities and just 19 percent for insurance. Among insurance customers, about three-quarters of our survey respondents do not use mobile devices to display an insurance card or file a claim. Such concerns have clear consequences, as three in ten respondents said that security issues had prompted them to severely restrict the use of mobile devices for financial services. For banking security, over half of our respondents like the idea of preclearing a limited number of people who could receive funds in a mobile payment, as well as setting a dollar limit on such transactions. The messaging for younger prospects could be more focused on using mobile to create a virtual community around financial services issues, as well as to take advantage of advanced, value-added interactive capabilities.
In addition, younger respondents reported fewer technical problems working with such devices, and they were not as concerned as their older counterparts when it came to security.
These innovative options present financial services companies with tremendous new opportunities. But if the intent is to enhance customer engagement, the additional investments in resources might be worthwhile in the long run. This suggests that targeting the younger demographic segment with virtual services can be quite effective. Male, younger, and high-income ($100,000+) respondents are slightly more comfortable with making payments using biometric security. This finding illustrates that biometric solutions may be more successful for smaller transactions. About half the smartphone users in our survey, for instance, would allow their driving to be monitored via a mobile app in return for a price discount.
It is difficult to predict how quickly these technologies will be commercially deployed, but the following discussion offers a theoretical example or two in each of these areas for industry leaders to contemplate. Respondents to our survey suggested that they would find it useful to be able to document the contents of their home using the camera in their mobile device, to provide evidence of loss in case of a theft, fire, or other disaster. For example, mass behavioral data could aid decisions on where to locate an investor center or how to enhance the insurance underwriting process. Such networks are also evolving to allow for the development of location-based social networking to find others nearby who share an interest or who would benefit from a collaborative commerce opportunity (such as sharing a taxi). But if an ad hoc network could be supported with technology that would foster mutual trust (in the same way that social networking platforms today allow users to control access to their information), the linkage between mobile and social networking may help address some of the awareness issues uncovered in our survey related to mobile financial offerings.
Or how could an insurance carrier help policyholders recover in the immediate aftermath of a natural disaster when access to cellular and landline communications may be temporarily interrupted? As a result, more computing power will likely need to be offloaded from the device to the cloud. Financial services companies have deployed many mobile offerings to keep up with these changes and, based on our survey results, many consumers have found value in their efforts. Before joining Deloitte, he was the head of marketing strategy in the institutional advisory group at Morgan Stanley Investment Management.
At Deloitte, his research has explored consumer behavior and preferences in auto, home, life, and small-business insurance. His thought leadership background includes publishing on a wide variety of strategic and technology topics within the financial services industry, including technology architecture, channel and customer experience, and overall trends and directions in financial services. Once you’ve selected which roofing contractors to request a roofing estimate from, how do you compare them and make sure that you’re comparing apple to apples?
If the contractor finds dry rotted wood that must be replaced or on homes built prior to 1978 and containing a higher than acceptable level of lead in the paint it could extend the original projection of the job. Those who do take advantage of mobile services are mostly conducting rudimentary transactions they can already do online via their desktop or laptop. The fourth step is to achieve a deeper, more meaningful engagement with customers through mobile connections and services. And nearly half of survey respondents were not sure whether their mutual fund, retirement account, or investment account providers offer mobile apps. Two-thirds supported leveraging the mobile device’s GPS for real-time, location-based fraud sensing (figure 4).
For example, our survey found that younger consumers would be far more open than older consumers to having their driving monitored on a mobile device in return for a discount from their auto insurer. Moreover, younger segments were more open to sharing personal information with their financial services companies, as well as to receiving alerts about products and services based on their profile. However, for the most part, companies have merely scratched the surface in using mobile technologies to connect and strengthen relationships with customers. This should be welcome news for financial services companies, which can use these advanced technologies to provide greater security and superior experience. As consumers gain experience with biometrics, they might then be more willing to use them for larger payments. Other applications in payments (validation and fraud detection, for example) could also be enhanced using mobile locational data. Insurance carriers could potentially streamline this process, leveraging IoT technologies by developing an app that automatically uploads and maintains a database of household possessions to streamline the claims process. Prior to Morgan Stanley, Srinivas spent more than nine years leading the global market research and competitive intelligence function at Standard & Poor’s.
Additional studies have examined how financial services providers might more effectively help individuals finance their retirement, as well as the potential for greater privatization of federal flood insurance.
Eckenrode’s eminence activities include being a keynote speaker at major industry and client conferences, and he has also been quoted in major print and broadcast media, such as the Wall Street Journal, the New York Times, CNBC, CNN, Bloomberg, and National Public Radio. The plan should include not only a monthly budget, but a budget for the semester and the entire year. One study that we found showed that 57% of construction companies are not in business within 5 years and 70% have failed by year 10.
Once you know that a building permit is required, ask the contractor if they’re planning on acquiring one. Often times the building department of one city may require 4 inspections while another city may only require 1 for the exact same job. Companies have yet to fully leverage mobile technology to ramp up engagement with customers.
His last piece for Deloitte University Press was Overcoming speed bumps on the road to telematics. Use Vertex42's free College Budget Template to help you get started with your college budget planning. Any contractor who is not willing to acquire a building permit should be viewed as a red flag. Obviously the one requiring 4 will take longer since the contractor will need to schedule the additional inspections and wait until the previous inspection has passed before they can continue. The sample included over 500 respondents from households with income above $100,000 per annum. Whenever possible deal with one contractor as there is nowhere for anyone to pass the buck later should an issue arise. You can select enable or disable option from the drop down menu to either print the company name or slogan on the top or not. There is an option to select a color scheme for the quote; you can select the preferred color through the design picker.
You can also record the Company Address on the settings page and this saves you from re-typing the address on every Quote.
This page also has pre-defined country setting like any applicable tax that the country levies and the currency in which the Quote needs to be published.It also includes two sheets, named as "Price Quote" and "Price Quote(Lanscape)". Both the sheets has the company details and the logo on top with the company address that populates, automatically.
Once all the details are correctly filled you can take a print of the quote or can convert it into a PDF file and mail to the customer for approval.Advertisement Other Price Quote Templates Price Quote with Hourly Rate This modification helps to create price quotes based on the hourly rate that you charge per hour of work.
This template is especially useful when you need to give a price for various tasks of the project each of which requires involvement of different human resources with different hourly rates. You can create a catalogue of every product that your company has to offer and then simply select desired products from the drop-down list when creating a price quote. Product catalogue number as well as product price is automatically entered for you when product is selected. Other Quotation Recourses All about Quotations, estimates, price lists and tenders - Everything that you need to know about Price Lists, Estimates and Quotations. 10 questions that a good Quote needs to answer - Questions that you must be prepared to answer when creating your quotes or estimates.



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