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Discover how the Mastermind platform has produced real results for dealerships with our automotive marketing case studies.

Conquest Digital Boosts Meta Performance

Using Conquest Digital, powered by Polk Audiences, to seamlessly upload segments to their Meta accounts, a Chevy Buick GMC dealer earned impressive returns on ad spend throughout the year.

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Tom’s Ford Drives Pre-Orders and Service Acquisitions with Mastermind

See how Tom’s Ford utilizes Mastermind tools to drive dealership service acquisitions. Explore customer-focused experiences for your team to engage sales leads.

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Lexus of San Diego Sees 19.5 Point Lift in Loyalty with Mastermind

Learn how the team at Lexus San Diego to adapt to COVID-19 business disruptions with the help of Mastermind.

Nourse Chillicothe Ford Sees Consistent Boost in Business with Mastermind

Mastermind enables Nourse Chillicothe Ford to better understand how their marketing efforts are performing, helping them improve their attribution, ROI and penetration.

Auto Dealer Grows Used Car Inventory and Loyalty with Mastermind

Learn how Mastermind empowered Fred Haas Toyota World to sell more cars and create a better car buying experience to maximize dealership profitability.

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Cadillac Dealership Sees 12 Months of YoY Record Sales with Mastermind

Suburban Cadillac of Troy achieved 12 months of year-over-year record car sales which they primarily attribute to automotiveMastermind’s dealership sales and marketing solution.

Team Toyota of Langhorne Revs Up Their Service-to- Sales Process

Discover how Team Toyota of Langhorne improved its service-to-sales process to reach new dealership customers and identify potential auto sales leads.

Selling More Audi's With An ROI That Can't Be Beat

Explore how automotiveMastermind revamped Audi of Tulsa’s car sales process and improved its dealership ROI.

Toyota Dealer Archives Market Leading Retention Rates

Riverhead Toyota went from struggling with selling in the service drive to an enviable 19% average conversion ratio by understanding how to build dealership customer loyalty.

Williams Toyota of Sayre Sees a 62% Sales Jump

Explore how automotiveMastermind streamlined Williams Toyota of Sayre’s car sales process to create a 62% increase in car sales.

BMW of Manhattan

Explore how BMW of Manhattan employed Mastermind's predictive behavior technology to create large profits.

BMW Dealer Meets The Ultimate Sales-Driving Machine

Discover how BMW of San Francisco leveraged Mastermind's predictive analytics marketing capabilities to improve dealership performance.

Mastermind Motivates Team While Delivering Measurable Results

Discover how Audi Seattle employed Mastermind's behavior prediction and automotive equity mining tools to produce measurable results.

Oxmoor Toyota's Data Driven Path To Success

Oxmoor Toyota has found success by having a BDC work on generating leads and driving them to the dealership for their sales team to close.

Williams Honda

Explore how automotiveMastermind helped Williams Honda have its best car sales month in years and increase its bottom line.

Crest INFINITI

Discover how Crest INFINITI leveraged Mastermind's predictive marketing campaigns to increase car sales profits.

Jim Norton Toyota

Explore how Jim Norton Toyota of Tulsa has leveraged automotiveMastermind's data mining technology into its car sales process and improved dealership ROI.

Lexus of Towson

Explore how automotiveMastermind helped Lexus of Towson increase their car sales close rate and increase phone and email queries for personal vehicle offers.

Zimbrick BMW

Discover how Zimbrick BMW used Mastermind's Service Conquest solution to increase dealership conquest sales to 33 vehicles over a 4 month period.

Mastermind Provides Unprecedented Virtual BDC Support Amid COVID-19

Learn more about what Mastermind was doing while dealership management were pre-occupied with focusing on bigger picture strategies to combat the COVID-19 disruptions.

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Carcierge: An Innovative Approach to Car Sales

By: Sheri Lambert, Jerry Miller, Sunil Wattal

In February 2016, the principal dealer of several European luxury automotive dealerships learned from Audi of America LLC (Audi) that he would have to relocate one of his dealerships to a new…

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• Publication Date: Feb 8, 2022
• Discipline: Marketing
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In February 2016, the principal dealer of several European luxury automotive dealerships learned from Audi of America LLC (Audi) that he would have to relocate one of his dealerships to a new location. The relocation would be to a new market area and the dealer would most likely lose his current customer base. Instead, the dealer used the opportunity to create a new business model for auto retailing that could enable him to maintain his market share without having to comply with Audi's relocation requirement. His new concept, named "Carcierge" and opened in 2016, was showing initial success, but the dealer wondered whether the boutique sales model he developed would be viable in the long run.

Sheri Lambert is affiliated with Temple University. Sunil Wattal is affiliated with Temple University.

Learning Objectives

The case is suitable for both undergraduate and graduate courses dealing with business strategy, market analysis and strategy, marketing management, and consumer/buyer behaviour. The case introduces the importance of research, data analysis, targeting, and positioning particularly as it relates to a shift in industry market behaviors. The case also highlights the complexities of automobile retailing and how automakers can change their retail and advertising strategies to cope with shifts in consumer behavior. After working through the case and assignment questions, students will be able to do the following: Understand the forces changing the automotive retail industry and the challenges in moving to alternate retail formats. Identify the challenges and opportunities in implementing change in a conventional marketplace and the advantages and disadvantages of alternate auto retailing. Evaluate how organizations deal with unintended and conflicting expectations of stakeholders.

Feb 8, 2022

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• Case Study - Automotive Dealership Increases Sales by 100 Percent

Automated qualification of leads from your website and social campaigns...

Don't be surprised if your car buying and selling process is soon powered by Lucep technology.

Lucep ( lucep.com ) is working closely with an auto industry leader to power their dealerships with customer engagement solutions that helps them sell more cars.

One automotive dealership who started using Lucep on their website saw the leads generated jump by 200% within a month, and increased car sales from web leads by 100% month over month.

Selling cars for hundreds of thousands of dollars is no small feat, and online web visitors need convincing to commit to a test drive. Converting “lookers to bookers” presents a significant marketing and engagement challenge.

Lucep deployed an engagement tool on this dealership’s website within minutes, and rolled out the sales person’s mobile app to the team on the same day.

Within 30 days, and using only 50% of the sales team, the dealership achieved a 100% increase month-on-month in car sales. All achieved without any additional spend, and on one channel.

How to get Lucep for your automotive business?

1. Request a callback to get a demo or talk to us.

2. Implement Lucep on your website, and use it to funnel your leads from Facebook and email.

3. Your sales team members download the Lucep app for iOS or Android.

Start talking to car buyers to book a test drive.

How is Lucep helping this auto dealer sell more cars?

Use case 1 – website.

Car and auto parts buyers look up the available options, do their research online, and then call you to inquire about your inventory.

The rest of the transaction is concluded in person, in your showroom. All you have to do is facilitate this process by providing a click to call option and talk to your leads at the right time in the buying process.

If you don’t, you’ll be missing a lot of car buyers who will be talking to competitors that call back leads instantly.

Use Case 2 – Online Test Drive Forms and Abandoned Enquiry Form Fills

Lucep can integrate directly into existing online forms and car insurance quotation systems.

The system will notify you as soon as a form has been completed, so that they can follow up with the prospect.

This is important for providing test drives, pre-owned car sales, and for building relationships with your customers. Lucep can also set time alerts, so if a prospect starts to fill out a booking form but stops halfway, an agent can be notified to try and convert that customer.

In some cases, Lucep has seen a 50% increase in conversions if a customer is contacted immediately after they abandon a form. This is a significant increase to additional revenue at no additional marketing spend.

Use Case 3 – Social media

Do you spend a lot of time on social media without getting any leads? Lucep has partnered with Facebook to integrate directly into their lead ads platform.

Generate leads from Facebook straight to your phone, without spending any time talking to people on social media.

Once a prospect has filled in their details, Lucep will notify the right member of your sales team to respond to this lead. Using Lucep with Facebook Lead Ads makes it easy and simple to understand what ads are generating better quality leads. You will be able to focus your spending to reach the right target audience and engage with them on time, thereby increasing the ROI from the ad spend.

These are just the most common use cases for the product that we have. Take a look at Lucep in action on this page. Simply use the call now widget at the bottom of this page and request a callback. You’ll see how it works, when we call you back within minutes.

By Zal Dastur

June 26th, 2018

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Increasing Car Sales: Automotive Case Study

Infocore has a long history of leveraging automotive audience data to increase car sales for agencies and OEMs in the U.S. and around the world.

To show you how we do it, we’ve created this Automotive Case Study that details our step-by-step approach. From sourcing and vetting the right data to sales matching and tracking results, this case study will give you a real-world example of how our process increased sales for one of our Canadian client’s import OEMs. You’ll learn how we:

• Source third-party data • Segment audiences • Conquest competition • Deploy campaigns • Match sales • Analyze results

Download this FREE Automotive Case Study today!

Multinational Automaker Promotes Truck in Canada

From Vehicle Launches to Aftermarket Sales

Launch of Luxury Car Conquest Campaign

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Data and analytics in the driver’s seat of the used-car market

The institutional retail used-car market in the United States and Europe is projected to bring in nearly $1.2 trillion in revenue in 2023. Across both regions, this market is quite fragmented: the top 20 used-car retailers have less than 20 percent market share in America and less than 10 percent in Europe. Compared with other retail segments, this historic fragmentation has led to slow adoption of innovative digital and analytics capabilities across the value chain. It has also opened opportunities for digital-first entrants, elevating pressure on incumbents to innovate.

About the authors

Moreover, as used-car companies emerge from complicated market dynamics caused by the pandemic, they have been thrust into a new and complex environment, contending with changing consumer preferences, evolving supply-and-demand dynamics, and economic pressures. These influences will make it more difficult for players across the used-car ecosystem to grow and will increase pressure to maintain elevated margins from the pandemic period.

To tap into customer demand, protect margins, and improve performance, companies across the used-car value chain—namely B2B and B2C dealers, OEMs, and financing and leasing companies—must reinvent and redesign business approaches to be more analytically savvy if they want to stay ahead of the competition.

State of the used-car market

Geopolitical issues and supply chain challenges—specifically the shortage of chips 1 Ondrej Burkacky, Johannes Deichmann, Michael Guggenheimer, and Philipp Pfingstag, “ Will the supply–demand mismatch persist for automotive semiconductors? ,” McKinsey, October 14, 2022. and other electronic components—have hampered the supply of both new and used cars over the past several years. This state of strained supply and high demand have allowed for inflated pricing of new and used vehicles and higher margins on sales. Though supply is recovering for some models, demand is now under pressure because of purchasing power depressions driven by inflationary tendencies in many regions. Consequently, dealers are losing some of that pricing power: the average price of a used car in the United States increased by 25 percent between 2020 and its peak in 2022, but it has since fallen (Exhibit 1). Demand and supply are further affected by disruptions in fiscal policy in both markets: higher interest rates increase the cost of financing, which decreases auto finance companies’ margins while also pricing some prospective consumers out of the market. This is especially the case with electric vehicles (EVs) because higher energy prices, the fear of unstable residual values, and the adjustment of subsidies in some markets are jeopardizing the promise of lower total costs of ownership that EVs have made to private retail customers.

Meanwhile, customers continue to shift more of their car-purchasing journey online. According to McKinsey research, more than 95 percent of used-car searches start online with customers researching vehicle information, and more than 70 percent of consumers use third-party websites to compare prices.

Digital-forward companies have tapped into these preferences, evidenced by the rise of used-car marketplaces with value-added services, seamless omnichannel options, and digital financing. These companies allow customers to browse a wide selection of used cars and review and compare pricing. These companies then provide nationwide delivery, relying on algorithm-based decision making for all back-end processes.

How data and analytics can capture value

Currently, many companies across the automotive value chain fail to leverage data to optimize business processes in an exhaustive way and still rely on internal experts and gut feeling for many critical decision-making processes. Adopting data-based decision making could allow dealers, OEMs, and auto finance companies to tap into customer demand, increase margins, and improve performance.

Over the past 20 years, real-time automotive retail has become abundantly available, meaning that pricing should be set as dynamically as it is for airline tickets; long-term assortment decisions should be curated based on customer demand, as they are in consumer retail; and throughput management should be as dynamically managed as it is in manufacturing.

To capture the value associated with analytics along the value chain, used-car companies can take four steps. First, they can combine external data with internal data to create a centralized bank of proprietary data to help stay abreast of market trends and customer needs while maintaining a strategic competitive advantage. Second, rather than deploying generic tools or solutions that are available on the market, they can develop proprietary algorithms that reflect their specific business reality. Third, they can embed analytics-based decision making across all levels of the organization, rather than isolating it to individual applications. Last, they can adjust their governance and operating models to centralize core functions, enabling frontline employees to focus on customer needs. The following section outlines how different players in the ecosystem can employ these steps and the results of doing so.

Digitalization can help dealers to pivot to a more sustainable business model—specifically, data-driven analytics can help them determine optimal sourcing and pricing strategies, as well as vehicle allocation, to cater to customer preferences. Dealers can leverage data and analytics in three ways to increase value.

Sourcing and bidding strategy. Dealers can use data on current market inventory to optimize bidding prices and maximize margins. Analytically driven sourcing and bidding models that leverage real-time market data can help dealers determine the desirability of a car across price levels and help determine the optimal bidding price while reducing internal costs.

Exhibit 2 shows the current state of the auction process, which has an average margin of about 6 percent. An assessment of 15,000 car transactions in 2022 and 2023 identified an incremental 2 percent margin-expansion opportunity using dynamic bidding strategies that leverage real-time used-car-market pricing data, translating into a $22 billion opportunity collectively in the United States and Europe.

Vehicle allocation. Large national dealers can use their economies of scale to leverage differences in regional pricing to improve margins. Dealers can use real-time market demand and pricing data to allocate individual vehicles within a dealership’s network based on the best regional market price (net of shipping costs) and holding periods to maximize margins.

Exhibit 3 shows an example of the price differential (net of shipping costs) for a specific trim line of a full-size pickup truck across states. In this example, a national dealer based in Texas can leverage this real-time market data to extract higher margins by selling the car in Arizona, New Mexico, Arkansas, Alabama, or South Carolina instead of its base state.

Based on cross-border potential and margin increases per vehicle, the annual opportunity from analytically enhanced vehicle-allocation strategies is collectively $1.2 billion in the United States and Europe.

Decision making and frontline sales performance. Dealers can embed real-time market data to assess and improve local branch and market performances. For example, dealers could optimize their pricing and inventory based on local market trends and inventory levels in a designated market area. Distributed dealerships could then enable field sales teams to make data-backed decisions in their day-to-day roles to improve performance.

Gathering real-time feedback from the market on car value performance can be challenging for OEMs, and it can be difficult to know how vehicles are performing after they’re on the market for a few years. Understanding vehicle performance in terms of value in the used-car space can help OEMs address customer needs better while maximizing margins on future launches. They can leverage data and analytics in two main areas.

Product configurations and trim lines. Different trims and feature configurations can have vastly different rates of sale and residual-value decline. Analytics can help OEMs identify the highest-performing features within the vehicle category and incorporate them in future vehicle iterations. For instance, an analysis of recently produced midsize luxury SUVs in similar segments indicated that roughly 75 percent of them have roof rails and 60 percent have laser headlights. SUVs with these features also have better residual values in the long term. OEMs in this space could use this market data to add features that maximize long-term residual value of the trim line and improve vehicle desirability.

Wholesale pricing. Retail markups can differ significantly between dealers across geographies. Using data and analytics to understand retail pricing across the used-car markets can help OEMs define optimal wholesale prices for lease returns or trade-ins to maximize margins.

Auto finance companies

Understanding and optimizing the residual value will be critical for the global auto-finance sector 2 “ Car leasing in Europe: Managing residual value for a €12 billion opportunity ,” McKinsey, March 1, 2023. —and even more so with increasing EV adoption. However, macroeconomic changes, technology disruptions, a more competitive OEM landscape, and regulation all make forecasting residual values extremely complex. What’s more, rising interest rates will increase the cost of financing and push auto finance companies to choose between maximizing margins and maximizing volume. Our assessment suggests that residual-value optimization could present a $20 billion margin opportunity for auto finance companies across the United States and Europe. Auto finance companies can leverage data and analytics in two ways.

Choosing the right car. Leasing companies and banks can leverage historical used-car data to understand residual values across trim lines and models. Companies could then select the optimal combination based on local demand. As such, companies can select trims that they could add to their vehicle park to maximize residual value at the end of contracts.

Configurations and contract length for leased vehicles. Residual-value stability can vary greatly between different configurations of the same model of vehicle. Banks and leasing companies can determine the trims and equipment configurations of a given model with the highest residual-value stability. This data can also help them identify the optimal contract length for each vehicle, minimize the rate of value loss during the lease period, and determine the best lease rate for each vehicle. Furthermore, real-time analyses of residual-value risk can help companies minimize exposure by offering a dynamic contract renewal at the inflection point.

For example, Exhibit 4 shows differences in residual-value loss between two similar variants of two vehicles. Banks and leasing companies can use this comparison to recommend trim one for vehicle one instead of trim two—because trim two will lose more value at the end of the lease.

Companies leveraging data and analytics in the used-car market could capture their potential value across the ecosystem. Insights gleaned from advanced data and analytics can help companies make better decisions to increase margin potential, satisfy customer expectations, and improve sales performance. Companies can also leverage recent developments, such as generative AI, to build use cases that help spread awareness, encourage adoption, and improve education, even if these technologies are not required to capture value. As external factors influence the market, staying abreast of these options will be key to remaining competitive.

Ben Ellencweig is a senior partner in McKinsey’s Stamford office, Philipp Espel is a senior partner in the Hamburg office, Stefan Jovanovic is a data specialist in the Düsseldorf office, Benjamin Tschauner is an associate partner in the Cologne office, and Khalid Quidwai is an associate partner in the Dallas office.

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Moderna and OpenAI partner to accelerate the development of life-saving treatments.

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Moderna partners with OpenAI to deploy ChatGPT Enterprise to thousands of employees across the company. Now every function is empowered with AI, creating novel use cases and GPTs that accelerate and expand the impact of every team.

Moderna has been at the intersection of science, technology, and health for more than 10 years. Moderna’s mission is to deliver the greatest possible impact to people through mRNA medicines—with the COVID-19 vaccine being their most well-known breakthrough. 

The company has partnered with OpenAI since early 2023. Now, ChatGPT Enterprise is evolving how Moderna operates across each function.

Moderna is using its platform for developing mRNA medicines to bring up to 15 new products to market in the next 5 years—from a vaccine against RSV to individualized cancer treatments. In order to achieve its ambitions, Moderna has adopted a people-centric, technology-forward approach, constantly testing new technology and innovation that can increase human capacity and clinical performance.

We believe very profoundly at Moderna that ChatGPT and what OpenAI is doing is going to change the world. We’re looking at every business process—from legal, to research, to manufacturing, to commercial—and thinking about how to redesign them with AI.

Moderna brings AI to everyone

Moderna adopted generative AI the same way Moderna adopts other technology: with the mindset of using the power of digital to maximize its positive impact on patients. To allow AI to flourish, they knew they needed to start with the user and invest in laying a strong foundation for change.

Moderna’s objective was to achieve 100% adoption and proficiency of generative AI by all its people with access to digital solutions in six months. “We believe in collective intelligence when it comes to paradigm changes,” said Miller, “it’s everyone together, everyone with a voice and nobody left behind.” For this, Moderna assigned a team of dedicated experts to drive a bespoke transformation program. Their approach combined individual, collective and structural change management initiatives.   

Individual change management initiatives included in-depth research and listening programs, as well as trainings hosted in person, online and with dedicated AI learning companions. “Using AI to teach AI was key to our success”, Miller points out. Collective change management initiatives included an AI prompt contest to identify the top 100 AI power users who were then structured as a cohort of internal Generative AI Champions. Moderna’s culture of learning led to local office hours in every business line and geography, and scaled through an internal forum on AI, which now has 2,000 active weekly participants. Lastly, structural change management initiatives included engaging Moderna’s CEO and executive committee members to foster AI culture through leadership meetings and town halls as well as incentive programs and sponsored events with internal and external experts.  

 This work led to an early win with the launch of an internal AI chatbot tool, mChat, at the beginning of 2023. Built on OpenAI’s API, mChat was a success, adopted by more than 80% of employees across the company, building a solid foundation for the adoption of ChatGPT Enterprise.  

90% of companies want to do GenAI, but only 10% of them are successful, and the reason they fail is because they haven’t built the mechanisms of actually transforming the workforce to adopt new technology and new capabilities.

Building momentum with ChatGPT Enterprise

With the launch of ChatGPT Enterprise, Moderna had a decision to make: continue developing mChat as an all-purpose AI tool, or give employees access to ChatGPT Enterprise?

“As a science-based company, we research everything,” said Brice Challamel, Head of AI Products and Platforms at Moderna. Challamel’s team did extensive user testing comparing mChat, Copilot, and ChatGPT Enterprise. “We found out that the net promoter score of ChatGPT Enterprise was through the roof. This was by far the company-favorite solution, and the one we decided to double down on,” Challamel said.  

Once employees had a way to create their own GPTs easily, the only limit was their imaginations. “We were never here to fill a bucket, but to light a fire,” Challamel said. “We saw the fire spread, with hundreds of use cases creating positive value across teams. We knew we were on to something revolutionary for the company.”

The company’s results are beyond expectations. Within two months of the ChatGPT Enterprise adoption: 

• Moderna had 750 GPTs across the company
• 40% of weekly active users created GPTs 
• Each user has 120 ChatGPT Enterprise conversations per week on average

Augmenting clinical trial development with GPTs

One of the many solutions Moderna has built and is continuing to develop and validate with ChatGPT Enterprise is a GPT pilot called Dose ID. Dose ID has the potential to review and analyze clinical data and is able to integrate and visualize large datasets. Dose ID is intended for use as a data-analysis assistant to the clinical study team, helping to augment the team’s clinical judgment and decision-making.

 “Dose ID has provided supportive rationale for why we have picked a specific dose over other doses. It has allowed us to create customized data visualizations and it has also helped the study team members converse with the GPT to further analyze the data from multiple different angles,” said Meklit Workneh, Director of Clinical Development at Moderna. 

Dose ID uses ChatGPT Enterprise’s advanced data analysis feature to automate the analysis and verify the optimal vaccine dose selected by the clinical study team, by applying standard dose selection criteria and principles. Dose ID provides a rationale, references its sources, and generates informative charts illustrating the key findings. This allows for a detailed review, led by humans and with AI input, prioritizing safety and optimizing the vaccine profile prior to further development in late-stage clinical trials. 

“The Dose ID GPT has the potential to boost the amount of work we’re able to do as a team. We can comprehensively evaluate these extremely large amounts of data, and do it in a very efficient, safe, and accurate way, while helping to ensure security and privacy,” added Workneh.

Improving compliance and telling the company’s story

Moderna’s legal team boasts 100% adoption of ChatGPT Enterprise. “It lets us focus our time and attention on those matters that are truly driving an impact for patients,” said Shannon Klinger, Moderna’s Chief Legal Officer. 

Now, with the Contract Companion GPT, any function can get a clear, readable summary of a contract. The Policy Bot GPT helps employees get quick answers about internal policies without needing to search through hundreds of documents. 

Moderna’s corporate brand team has also found many ways to take advantage of ChatGPT Enterprise. They have a GPT that helps prepare slides for quarterly earnings calls, and another GPT that helps convert biotech terminology into approachable language for investor communications. 

“Sometimes we’re so in our own world, and AI helps the brand think beyond that,” explained Kate Cronin, Chief Brand Officer of Moderna. “What would my mother want to know about Moderna, versus a regulator, versus a doctor? How do we tell our story in an effective way across different audiences? That’s where I think there’s a huge opportunity.”

A team of a few thousand can perform like a team of 100,000

With an ambitious plan to launch multiple products in the next few years, Moderna sees AI as a key component to their success—and their ability to stay lean as a business while setting new benchmarks in innovation. 

“If we had to do it the old biopharmaceutical ways, we might need a hundred thousand people today,” said Bancel. “We really believe we can maximize our impact on patients with a few thousand people, using technology and AI to scale the company.” 

Moderna has been well positioned to leverage generative AI having spent the last decade building a robust tech stack and data platform. The company fosters a culture of learning and curiosity, attracting employees that excel in adopting new technologies and building AI-first solutions.

By making business processes at Moderna more efficient and accurate, the use of AI ultimately translates to better outcomes for patients. “I’m really thankful for the entire OpenAI team, and the time and engagement they have with our team, so that together we can save more lives,” Bancel said. 

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Business process reengineering (BPR) is the radical redesign of core business processes to achieve dramatic improvements in performance, efficiency and effectiveness. BPR examples are not one-time projects, but rather examples of a continuous journey of innovation and change focused on optimizing end-to-end processes and eliminating redundancies. The purpose of BPR is to streamline  workflows , eliminate unnecessary steps and improve resource utilization.

BPR involves business process redesign that challenges norms and methods within an organization. It typically focuses on achieving dramatic, transformative changes to existing processes. It should not be confused with  business process management (BPM) , a more incremental approach to optimizing processes, or business process improvement (BPI), a broader term that encompasses any systematic effort to improve current processes. This blog outlines some BPR examples that benefit from a BPM methodology.

Background of business process reengineering

BPR emerged in the early 1990s as a management approach aimed at radically redesigning business operations to achieve business transformation. The methodology gained prominence with the publication of a 1990 article in the Harvard Business Review, “Reengineering Work: Don’t Automate, Obliterate,” by Michael Hammer, and the 1993 book by Hammer and James Champy, Reengineering the Corporation . An early case study of BPR was Ford Motor Company, which successfully implemented reengineering efforts in the 1990s to streamline its manufacturing processes and improve competitiveness.

Organizations of all sizes and industries implement business process reengineering. Step 1 is to define the goals of BPR, and subsequent steps include assessing the current state, identifying gaps and opportunities, and process mapping.

Successful implementation of BPR requires strong leadership, effective change management and a commitment to continuous improvement. Leaders, senior management, team members and stakeholders must champion the BPR initiative and provide the necessary resources, support and direction to enable new processes and meaningful change.

BPR examples: Use cases

Streamlining supply chain management.

Using BPR for supply chain optimization involves a meticulous reassessment and redesign of every step, including logistics, inventory management and procurement . A comprehensive supply chain overhaul might involve rethinking procurement strategies, implementing just-in-time inventory systems, optimizing production schedules or redesigning transportation and distribution networks. Technologies such as supply chain management software (SCM), enterprise resource planning (ERP) systems, and advanced analytics tools can be used to automate and optimize processes. For example, predictive analytics can be used to forecast demand and optimize inventory levels, while blockchain technology can enhance transparency and traceability in the supply chain.

• Improved efficiency
• Reduced cost
• Enhanced transparency

Customer relationship management (CRM)

BPR is a pivotal strategy for organizations that want to overhaul their customer relationship management (CRM) processes. Steps of business process reengineering for CRM include integrating customer data from disparate sources, using advanced analytics for insights, and optimizing service workflows to provide personalized experiences and shorter wait times.

BPR use cases for CRM might include:

• Implementing integrated CRM software to centralize customer data and enable real-time insights
• Adopting omnichannel communication strategies to provide seamless and consistent experiences across touchpoints
• Empowering frontline staff with training and resources to deliver exceptional service

Using BPR, companies can establish a comprehensive view of each customer, enabling anticipation of their needs, personalization of interactions and prompt issue resolution.

• 360-degree customer view
• Increased sales and retention
• Faster problem resolution

Digitizing administrative processes

Organizations are increasingly turning to BPR to digitize and automate administrative processes to reduce human errors. This transformation entails replacing manual, paper-based workflows with digital systems that use technologies like Robotic Process Automation (RPA) for routine tasks.

This might include streamlining payroll processes, digitizing HR operations or automating invoicing procedures. This can lead to can significant improvements in efficiency, accuracy and scalability and enable the organization to operate more effectively.

• Reduced processing times
• Reduced errors
• Increased adaptability

Improving product development processes

BPR plays a crucial role in optimizing product development processes, from ideation to market launch. This comprehensive overhaul involves evaluating and redesigning workflows, fostering cross-functional collaboration and innovating by using advanced technologies. This can involve implementing cross-functional teams to encourage communication and knowledge sharing, adopting agile methodologies to promote iterative development and rapid prototyping, and by using technology such as product lifecycle management (PLM) software to streamline documentation and version control.

BPR initiatives such as these enable organizations to reduce product development cycle times, respond more quickly to market demands, and deliver innovative products that meet customer needs.

• Faster time-to-market
• Enhanced innovation
• Higher product quality

Updating technology infrastructure

In an era of rapid technological advancement, BPR serves as a vital strategy for organizations that need to update and modernize their technology infrastructure. This transformation involves migrating to cloud-based solutions, adopting emerging technologies like artificial intelligence (AI) and machine learning (ML) , and integrating disparate systems for improved data management and analysis, which enables more informed decision making. Embracing new technologies helps organizations improve performance, cybersecurity and scalability and positioning themselves for long-term success.

• Enhanced performance
• Improved security
• Increased innovation

Reducing staff redundancy

In response to changing market dynamics and organizational needs, many companies turn to BPR to restructure their workforce and reduce redundancy. These strategic initiatives can involve streamlining organizational hierarchies, consolidating departments and outsourcing non-core functions. Optimizing workforce allocation and eliminating redundant roles allows organizations to reduce costs, enhance operational efficiency and focus resources on key priorities.

• Cost savings
• Increased efficiency
• Focus on core competencies

Cutting costs across operations

BPR is a powerful tool to systematically identify inefficiencies, redundancies and waste within business operations. This enables organizations to streamline processes and cut costs.

BPR focuses on redesigning processes to eliminate non-value-added activities, optimize resource allocation, and enhance operational efficiency. This might entail automating repetitive tasks, reorganizing workflows for minimizing bottlenecks, renegotiating contracts with suppliers to secure better terms, or by using technology to improve collaboration and communication. This can enable significant cost savings and improve profitability.

• Lower costs
• Enhanced competitiveness

Improving output quality

BPR can enhance the quality of output across various business processes, from manufacturing to service delivery. BPR initiatives generally boost key performance indicators (KPIs).

Steps for improving output quality involve implementing quality control measures, fostering a culture of continuous improvement, and using customer feedback and other metrics to drive innovation.

Technology can also be used to automate processes. When employees are freed from distracting processes, they can increase their focus on consistently delivering high-quality products and services. This builds customer trust and loyalty and supports the organization’s long-term success.

• Higher customer satisfaction
• Enhanced brand image

Human resource (HR) process optimization

BPR is crucial for optimizing human resources (HR) processes. Initiatives might include automating the onboarding process with easy-to-use portals, streamlining workflows, creating self-service portals and apps, using AI for talent acquisition , and implementing a data-driven approach to performance management.

Fostering employee engagement can also help attract, develop and retain top talent. Aligning HR processes with organizational goals and values can enhance workforce productivity, satisfaction and business performance.

• Faster recruitment cycles
• Improved employee engagement
• Strategic talent allocation

BPR examples: Case studies

The following case study examples demonstrate a mix of BPR methodologies and use cases working together to yield client benefits.

Bouygues becomes the AI standard bearer in French telecom

Bouygues Telecom , a leading French communications service provider, was plagued by legacy systems that struggled to keep up with an enormous volume of support calls. The result? Frustrated customers were left stranded in call lines and Bouygues at risk of being replaced by its competitors. Thankfully, Bouygues had partnered with IBM previously in one of our first pre- IBM watsonx™ AI deployments. This phase 1 engagement laid the groundwork perfectly for AI’s injection into the telecom’s call center during phase 2.

Today, Bouygues greets over 800,000 calls a month with IBM watsonx Assistant™, and IBM watsonx Orchestrate™ helps alleviate the repetitive tasks that agents previously had to handle manually, freeing them for higher-value work. In all, agents’ pre-and-post-call workloads were reduced by 30%. 1 In addition, 8 million customer-agent conversations—which were, in the past, only partially analyzed—have now been summarized with consistent accuracy for the creation of actionable insights.

Taken together, these technologies have made Bouygues a disruptor in the world of customer care, yielding a USD 5 million projected reduction in yearly operational costs and placing them at the forefront of AI technology. 1

Finance of America promotes lifetime loyalty via customer-centric transformation

By co-creating with IBM, mortgage lender Finance of America was able to recenter their operations around their customers, driving value for both them and the prospective home buyers they serve.

To accomplish this goal, FOA iterated quickly on both new strategies and features that would prioritize customer service and retention. From IBM-facilitated design thinking workshops came roadmaps for a consistent brand experience across channels, simplifying the work of their agents and streamlining the application process for their customers.

As a result of this transformation, FOA is projected to double their customer base in just three years. In the same time frame, they aim to increase revenue by over 50% and income by over 80%. Now, Finance of America is primed to deliver enhanced services—such as debt advisory—that will help promote lifetime customer loyalty. 2

BPR examples and IBM

Business process reengineering (BPR) with IBM takes a critical look at core processes to spot and redesign areas that need improvement. By stepping back, strategists can analyze areas like supply chain, customer experience and finance operations. BPR services experts can embed emerging technologies and overhaul existing processes to improve the business holistically. They can help you build new processes with intelligent workflows that drive profitability, weed out redundancies, and prioritize cost saving.

1. IBM Wow Story: Bouygues Becomes the AI Standard-Bearer in French Telecom. Last updated 10 November 2023.

2. IBM Wow Story: Finance of America Promotes Lifetime Loyalty via Customer-Centric Transformation. Last updated 23 February 2024.

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Reproductive rights in America

What's at stake as the supreme court hears idaho case about abortion in emergencies.

Selena Simmons-Duffin

The Supreme Court will hear another case about abortion rights on Wednesday. Protestors gathered outside the court last month when the case before the justices involved abortion pills. Tom Brenner for The Washington Post/Getty Images hide caption

The Supreme Court will hear another case about abortion rights on Wednesday. Protestors gathered outside the court last month when the case before the justices involved abortion pills.

In Idaho, when a pregnant patient has complications, abortion is only legal to prevent the woman's death. But a federal law known as EMTALA requires doctors to provide "stabilizing treatment" to patients in the emergency department.

The Biden administration sees that as a direct conflict, which is why the abortion issue is back – yet again – before the Supreme Court on Wednesday.

The case began just a few weeks after the justices overturned Roe v. Wade in 2022, when the federal Justice Department sued Idaho , arguing that the court should declare that "Idaho's law is invalid" when it comes to emergency abortions because the federal emergency care law preempts the state's abortion ban. So far, a district court agreed with the Biden administration, an appeals court panel agreed with Idaho, and the Supreme Court allowed the strict ban to take effect in January when it agreed to hear the case.

Supreme Court allows Idaho abortion ban to be enacted, first such ruling since Dobbs

The case, known as Moyle v. United States (Mike Moyle is the speaker of the Idaho House), has major implications on everything from what emergency care is available in states with abortion bans to how hospitals operate in Idaho. Here's a summary of what's at stake.

1. Idaho physicians warn patients are being harmed

Under Idaho's abortion law , the medical exception only applies when a doctor judges that "the abortion was necessary to prevent the death of the pregnant woman." (There is also an exception to the Idaho abortion ban in cases of rape or incest, only in the first trimester of the pregnancy, if the person files a police report.)

In a filing with the court , a group of 678 physicians in Idaho described cases in which women facing serious pregnancy complications were either sent home from the hospital or had to be transferred out of state for care. "It's been just a few months now that Idaho's law has been in effect – six patients with medical emergencies have already been transferred out of state for [pregnancy] termination," Dr. Jim Souza, chief physician executive of St. Luke's Health System in Idaho, told reporters on a press call last week.

Those delays and transfers can have consequences. For example, Dr. Emily Corrigan described a patient in court filings whose water broke too early, which put her at risk of infection. After two weeks of being dismissed while trying to get care, the patient went to Corrigan's hospital – by that time, she showed signs of infection and had lost so much blood she needed a transfusion. Corrigan added that without receiving an abortion, the patient could have needed a limb amputation or a hysterectomy – in other words, even if she didn't die, she could have faced life-long consequences to her health.

Attorneys for Idaho defend its abortion law, arguing that "every circumstance described by the administration's declarations involved life-threatening circumstances under which Idaho law would allow an abortion."

Ryan Bangert, senior attorney for the Christian legal powerhouse Alliance Defending Freedom, which is providing pro-bono assistance to the state of Idaho, says that "Idaho law does allow for physicians to make those difficult decisions when it's necessary to perform an abortion to save the life of the mother," without waiting for patients to become sicker and sicker.

Still, Dr. Sara Thomson, an OB-GYN in Boise, says difficult calls in the hospital are not hypothetical or even rare. "In my group, we're seeing this happen about every month or every other month where this state law complicates our care," she says. Four patients have sued the state in a separate case arguing that the narrow medical exception harmed them.

"As far as we know, we haven't had a woman die as a consequence of this law, but that is really on the top of our worry list of things that could happen because we know that if we watch as death is approaching and we don't intervene quickly enough, when we decide finally that we're going to intervene to save her life, it may be too late," she says.

2. Hospitals are closing units and struggling to recruit doctors

Labor and delivery departments are expensive for hospitals to operate. Idaho already had a shortage of providers, including OB-GYNS. Hospital administrators now say the Idaho abortion law has led to an exodus of maternal care providers from the state, which has a population of 2 million people.

Three rural hospitals in Idaho have closed their labor-and-delivery units since the abortion law took effect. "We are seeing the expansion of what's called obstetrical deserts here in Idaho," said Brian Whitlock, president and CEO of the Idaho Hospital Association.

Since Idaho's abortion law took effect, nearly one in four OB-GYNs have left the state or retired, according to a report from the Idaho Physician Well-Being Action Collaborative. The report finds the loss of doctors who specialize in high-risk pregnancies is even more extreme – five of nine full time maternal-fetal medicine specialists have left Idaho.

Administrators say they aren't able to recruit new providers to fill those positions. "Since [the abortion law's] enactment, St. Luke's has had markedly fewer applicants for open physician positions, particularly in obstetrics. And several out-of-state candidates have withdrawn their applications upon learning of the challenges of practicing in Idaho, citing [the law's] enactment and fear of criminal penalties," reads an amicus brief from St. Luke's health system in support of the federal government.

"Prior to the abortion decision, we already ranked 50th in number of physicians per capita – we were already a strained state," says Thomson, the doctor in Boise. She's experienced the loss of OB-GYN colleagues first hand. "I had a partner retire right as the laws were changing and her position has remained open – unfilled now for almost two years – so my own personal group has been short-staffed," she says.

ADF's Bangert says he's skeptical of the assertion that the abortion law is responsible for this exodus of doctors from Idaho. "I would be very surprised if Idaho's abortion law is the sole or singular cause of any physician shortage," he says. "I'm very suspicious of any claims of causality."

3. Justices could weigh in on fetal "personhood"

The state of Idaho's brief argues that EMTALA actually requires hospitals "to protect and care for an 'unborn child,'" an argument echoed in friend-of-the-court briefs from the U.S. Conference of Catholic Bishops and a group of states from Indiana to Wyoming that also have restrictive abortion laws. They argue that abortion can't be seen as a stabilizing treatment if one patient dies as a result.

Thomson is also Catholic, and she says the idea that, in an emergency, she is treating two patients – the fetus and the mother – doesn't account for clinical reality. "Of course, as obstetricians we have a passion for caring for both the mother and the baby, but there are clinical situations where the mom's health or life is in jeopardy, and no matter what we do, the baby is going to be lost," she says.

The Idaho abortion law uses the term "unborn child" as opposed to the words "embryo" or "fetus" – language that implies the fetus has the same rights as other people.

Shots - Health News

The science of ivf: what to know about alabama's 'extrauterine children' ruling.

Mary Ziegler , a legal historian at University of California - Davis, who is writing a book on fetal personhood, describes it as the "North Star" of the anti-abortion rights movement. She says this case will be the first time the Supreme Court justices will be considering a statute that uses that language.

"I think we may get clues about the future of bigger conflicts about fetal personhood," she explains, depending on how the justices respond to this idea. "Not just in the context of this statute or emergency medical scenarios, but in the context of the Constitution."

ADF has dismissed the idea that this case is an attempt to expand fetal rights. "This case is, at root, a question about whether or not the federal government can affect a hostile takeover of the practice of medicine in all 50 states by misinterpreting a long-standing federal statute to contain a hidden nationwide abortion mandate," Bangert says.

4. The election looms large

Ziegler suspects the justices will allow Idaho's abortion law to remain as is. "The Supreme Court has let Idaho's law go into effect, which suggests that the court is not convinced by the Biden administration's arguments, at least at this point," she notes.

Trump backed a federal abortion ban as president. Now, he says he wouldn't sign one

Whatever the decision, it will put abortion squarely back in the national spotlight a few months before the November election. "It's a reminder on the political side of things, that Biden and Trump don't really control the terms of the debate on this very important issue," Zielger observes. "They're going to be things put on everybody's radar by other actors, including the Supreme Court."

The justices will hear arguments in the case on Wednesday morning. A decision is expected by late June or early July.

Correction April 23, 2024

An earlier version of this story did not mention the rape and incest exception to Idaho's abortion ban. A person who reports rape or incest to police can end a pregnancy in Idaho in the first trimester.

• Abortion rights
• Supreme Court

Simulation of the sulfide phase formation in a KhN60VT alloy

• Simulation of Metallurgical and Thermal Processes
• Published: 23 September 2017
• Volume 2017 , pages 447–453, ( 2017 )

Cite this article

• I. V. Kabanov 1 ,
• E. V. Butskii 1 ,
• K. V. Grigorovich 2 &
• A. M. Arsenkin 2  

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The conditions of the existence of sulfide phases in Fe–Ni–S alloys and four-component Fe–50 wt % Ni–0.001 wt % S– R ( R is an alloying or impurity element from the TCFE7 database) systems are studied using the Thermo-Calc software package and the TCFE7 database. The modification of nickel superalloys by calcium or magnesium is shown to increase their ductility due to partial desulfurization, the suppression of the formation of harmful sulfide phases, and the uniform formation of strong sulfides in the entire temperature range of metal solidification. The manufacturability of superalloys can decrease at a too high calcium or magnesium content because of the formation of intermetallics with a low melting temperature along grain boundaries.

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On the Centenary of Plant “Elektrostal”

Original Russian Text © I.V. Kabanov, E.V. Butskii, K.V. Grigorovich, A.M. Arsenkin, 2017, published in Elektrometallurgiya, 2017, No. 3, pp. 13–21.

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Kabanov, I.V., Butskii, E.V., Grigorovich, K.V. et al. Simulation of the sulfide phase formation in a KhN60VT alloy. Russ. Metall. 2017 , 447–453 (2017). https://doi.org/10.1134/S0036029517060106

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Received : 21 November 2016

Published : 23 September 2017

Issue Date : June 2017

DOI : https://doi.org/10.1134/S0036029517060106

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