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Indices

Traded Instruments ECN No Last Look

  • GER30 German Stock Index. EU50 European Stock Index.  EMISS Emisson Rights Index. SUI20 Swiss Stock Index.  SCHATZ German Bond Index.  BUND German Bond Index.  NED25 Dutch Stock Index.

  • UK100 UK Stock Index.ITA40 Italian Stock Index.  VIX VIX index.  SPA35 Spanish Stock Index.  FRA40 French Stock Index.  CHNIND China Composite.  HKIND Hong-Kong Composite.  HUNIND Hungarian Stock Index. AUS200 Australian Stock Index.  KOSP200 Korean Stock Index. BRAIND Brazilian Stock Index.  MEXIND Mexican Stock Index. IND50 Indian Stock Index.  RUS50 Russian Stock Index.  TNOTE US Bond Index.  COPPER UK COPPER.ZINC UK ZINC. CZKIND Czech Stock Index.

  • Equities DE DE Equity Market. Equities US US Equity Market. Equities ES ES Equity Market.  Equities UK UK Equity Market.  Equities NL NL Equity Market.Equities SE SE Equity Market. Equities CH CH Equity Market. Equities BE BE Equity Market.Equities FR FR Equity Market.Equities PL PL Equity Market.Equities IT IT Equity Market.Equities PT PT Equity Market. Equities NO NO Equity Market. Equities DK DK Equity Market. Equities CZ CZ Equity Market. Equities FI FI Equity Market.

  • BTC/USD  ETH/USD LTC/USD DSH/USD  XRP/USD  ETC/USD  BCH/USD  XMR/USD  ZEC/USD  XRP/EUR  BTC/EUR  ETH/BTC  LTC/BTC  BCH/BTC  DSH/BTC

  • GER30cash German Stock Index. FRA40cash French Stock Index. ITA40cash Italian Stock Index. EU50cash EU Stock Index.UK100cash UK Stock Index. JAP225cash Japanese Stock Index. CHNcash China Stock Index. HKcash Hong Kong Stock Index. US30cash US Stock Index. US100cash US Stock Index. US500cash US Stock Index. SPA35cash Spanish Stock Index.
    AUS200cash Australian Stock Index.

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Fitzgerald Motorcycle Group

CHALLENGE

To bring members worldwide together

Administration of the Fitzgerald Owners Group (the world’s largest factory sponsored motorcycle riding organisation) was fragmented across EMEA, resulting in inefficiencies and inconsistencies in customer relationship management activities with members. The key objectives of the programme were to provide an improved experience for 100,000 members, while making cost savings and improving customer loyalty.

SOLUTION

To to create one centre across EMEA

Broker set up a contact administration centre, staffed by a multilingual team, implemented controlled payment methods such as international web and bank transfers and introduced a tiered membership structure.

Better print management has been achieved for member publications, which often involves sending membership packs containing around 20 items, in six languages, to 68 countries.

Broker continues to work with the Fitzgerald Group and has recently expanded its global footprint by delivering services from the United States, South America and Asia.

RESULTS

A successful transition and operational excellence

  • Saved £360,000 by centralising contact centre activities
  • Cut £150,000 from the annual fulfilment spend
  • Captured 100,000 previously lost calls annually
  • Improved customer satisfaction significantly, from 50% to 80%
  • Raised membership by 50% in 3 years
  • Increased annual revenue per member by 50%
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Horizon Ferries

CHALLENGE

Find new payment solutions and streamline debt collection

Horizon Ferries is an international transport and travel service company with Europe’s most comprehensive route network. During 2013, 14.6 million passengers travelled with Horizon Ferries, and the company also transported 3 million cars and 2 million freight units.

For several years now Horizon Ferries has worked strategically with innovations as a means of developing new solutions, products and services. In line with this vision, Broker was approached to find new payments solutions to offer Horizon Ferries’ customers on their website, including open invoice and partial payments options.

Because Horizon Ferries is present in many countries and serves customers from around the world, one of the challenges was to provide a common solution that would work across multiple markets with local variations.

Finally, Horizon Ferries was looking to define an efficient dunning and debt collection.

SOLUTION

Incorporate an online ordering process

The solution proposed by Broker incorporated an online ordering process for trips, offering open invoice as a payment method, along with various part payment options. This new offering was complemented by real-time risk assessment and validation of customers.

The solution was rolled out to a number of European countries where Broker had partnered with the client to deliver it based on local demands (for example, ELV in Germany).

RESULTS

A successful transition and operational excellence

  • Local solutions in a global system – Broker uses the same API to deliver open invoice in all markets.
  • Continuous roll-out of solution – Sweden, followed by Germany, Denmark and Norway.
  • One single point of contact for client – one country responsible for implementation and client communications base upon local knowledge on legal and business related issues.
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Growtech

CHALLENGE

Deliver a state of the art customer exerience

The core challenge was to provide a globally consistent contract-to-invoice service across four lines of business – Dynamics, Commercial Operations, Enterprise Services and Original Equipment Manufacturers Operations – that
together represent over 90% of Growtech’s global revenues.

Growtech had previously used seven vendors in five locations across four continents. Processes had become fragmented; meaning quality and service were inconsistent. This lack of standardization was adversely impacting operating costs, productivity and customer satisfaction.

SOLUTION

A global managed service model

In a five-year agreement worth £130m ($200m) Growtech, for the first time, entrusted the processing of 90% of the company’s worldwide revenues (more than $3bn in FY2011) to a single global partner.

The scale of this global BPO relationship was unique in managed services, covering six locations worldwide (Dublin, Reno, Fargo, Monterrey, Singapore, Manila), and involving 1,100 employees, 15 languages and more than 4,000 processes.

To manage the complexity and risk, Growtech and Broker established a managed services model, covering the whole ‘contract to invoice’ chain.

RESULTS

A successful transition and operational excellence

  • Completed one of most successful transitions in Growtech’s history
    Scored an ‘A’ in Growtech’s operational excellence measures
  • In excess of 20% cost savings over the term of the contract, totaling $40m
  • A more dynamic, flexible, BPO structure able to adapt to Growtech’s evolving global business