Computer systems and devices
19 claims: 4 independent, 15 dependent
- 1証券調査部門の複数の顧客にサービス提供するための前記部門のコストを計算する、コンピュータにより実施される方法であって、 1又はそれ以上のコンピュータ装置により、前記証券調査部門の複数のアナリストの調査データを受信するステップであって、当該調査データが、 (i)調査内でリストされた複数の顧客について、予め決められた複数の顧客使用カテゴリのうちの1つに対するアナリストのカテゴリ化を示す第1のデータであって、各顧客使用カテゴリが、ある時間期間にわたるアナリストの時間の消費について顧客のレベルを反映する第1データ、 (ii)前記時間期間にわたり、前記複数の顧客へサービス提供するのに費やされるアナリストの時間のうちどれくらいのパーセンテージが、前記顧客使用カテゴリのそれぞれの間で分割されたかについてアナリストの推定を示す第2のデータ、及び、 ( iii)前記時間期間にわたり、前記アナリストの時間のうちどれくらいのパーセンテージが、前記調査でリストされた顧客対リストされていない顧客で費やされたかについてアナリストの推定を示す第3のデータ、 を含む、ステップと、 前記1又はそれ以上のコンピュータ装置により、各アナリストごと及び各顧客使用カテゴリごとに、前記顧客使用カテゴリにおいて顧客に対して費やされた前記アナリストの時間の推定部分を示す第1の値を計算するステップであって、 該第1の値が、前記顧客使用カテゴリ内の各顧客に対し、前記顧客使用カテゴリ内の顧客にサービス提供するように費やされた前記アナリストの時間の全体部分を、比例して割り振ることにより計算され、 前記第1の値を計算するステップが、前記第1のデータ、前記第2のデータ及び前記第3のデータに基づいて前記推定部分を計算することを含む、 ステップと、 前記1又はそれ以上のコンピュータ装置により、各アナリストごと及び各顧客使用カテゴリごとに、前記顧客使用カテゴリにおいて顧客に対して費やされる前記アナリストの時間の報酬加重部分を示す第2の値を計算するステップであって、前記第1の値及び前記アナリストの報酬を示すデータを考慮することを含む、ステップと、 前記1又はそれ以上のコンピュータ装置により、各リストされた顧客ごとに、前記時間期間にわたり各顧客にサービス提供した前記アナリストにより費やされた報酬加重時間を計算するステップであって、各顧客ごとに、前記時間期間にわたり前記顧客にサービス提供した各アナリストに対応する前記第2の値を合計することを含む、ステップと、 を含み、 前記1又はそれ以上のコンピュータ装置が、プロセッサ、及び操作可能に付随する電子ストレージ装置を備える、 方法。
- 2請求項1に記載の方法において、各アナリストごとに報酬加重時間を計算する前記ステップが、前記アナリストが受け取る合計の報酬プールのパーセンテージを考慮して、前記アナリストの報酬を示す前記データを計算することを含む、方法。
- 3請求項1に記載の方法において、前記顧客使用カテゴリが、高程度ユーザ、中程度ユーザ、低程度ユーザ、及び重要でないユーザを含む、方法。
- 4請求項1に記載の方法であって、更に、前記1又はそれ以上のコンピュータ装置が、調査を電子的に前記複数のアナリストに送信し、該調査が、前記リストされた顧客をアルファベット順にリストすることを含む、方法。
- 5請求項4に記載の方法において、前記調査が前記アナリストにオンラインで送信される、方法。
- 6証券調査部門について顧客接触の単位当たりに推定されるコストを計算する方法であって、 コンピュータ化された顧客接触トラッキング・システムにより、複数の第1の値を計算するステップであって、各前記第1の値が、ある時間期間にわたり前記部門において分析提供者によりもたらされる1又は複数の顧客接触タイプの単位数を示しており、当該計算するステップが、 前記コンピュータ化された顧客接触トラッキング・システムにより、顧客に送られる分析提供者の電子メールを示すデータを、前記証券調査部門の電子メール・システムにインターフェースされる電子メール・メータから受信し、 前記コンピュータ化された顧客接触トラッキング・システムにより、顧客への分析提供者の電話を示すデータを、電話トラッキング・システムから受信し、 前記コンピュータ化された顧客接触トラッキング・システムにより、分析提供者に対して生成される電子メール・ラベルを示すデータを、電子メーリング・ラベル・システムから受信し、 前記コンピュータ化された顧客接触トラッキング・システムにより、前記電子メール・メータ、前記電話トラッキング・システム、及び前記電子メーリング・ラベル・システムからのデータに少なくとも部分的に基づいて、前記複数の第1の値を計算する、 ことを含むステップと、 1又はそれ以上のコンピュータ装置により、各顧客接触タイプについての第1の割り振りを計算するステップであって、各前記第1の割り振りが、前記時間期間にわたる前記部門のサポート・リソースのコストについての、対応する前記顧客接触タイプへの割り振りである、ステップと、 前記1又はそれ以上のコンピュータ装置により、各顧客接触タイプについての第2の割り振りを計算するステップであって、各前記第2の割り振りが、前記時間期間にわたる前記部門の分析提供者のコストについての、対応する前記顧客接触タイプへの割り振りである、ステップと、 前記1又はそれ以上のコンピュータ装置により、前記複数の顧客接触タイプのそれぞれについて、前記顧客接触タイプの単位当たりのコストを決定するステップであって、前記単位当たりの各コストの決定が、前記対応する顧客接触タイプについての前記第1の割り振りと前記第2の割り振りの集約を、前記対応する顧客接触タイプについての前記第1の値で割ることに基づいており、これにより、前記1又はそれ以上のコンピュータ装置が、前記複数の顧客接触タイプについての単位当たりの標準コストを作成する、ステップと、 前記1又はそれ以上のコンピュータ装置により、前記複数の顧客のそれぞれについて、前記顧客に関連付けられた各顧客接触タイプの前記単位当たりのコスト及び各顧客接触タイプについて前記時間期間にわたり前記顧客が受信した接触の数に基づいて、前記時間期間にわたる前記顧客へのサービス提供のコストを計算する、ステップと、 を含む方法。
- 7請求項6に記載の方法において、前記顧客接触タイプが、 顧客との通話、 顧客との1対1の打合せ、 顧客を含む少数グループの打合せ、 顧客への個別の電子メール、 顧客に送信される個別の音声メール、 顧客のための個別の調査プロジェクト、 顧客によって送信された同報音声メール、 顧客が出席する電話会議、 顧客が出席する会議、 顧客が出席するセミナー、 顧客が受け取る発行文書、 顧客に送信される同報電子メール、および 顧客に送信されるウェブ・キャスト、 のうちの少なくとも1つを含む、方法。
- 8請求項6に記載の方法において、前記分析提供者は、アナリスト、研究員、ストラテジスト、経済専門家および会計士のうちの少なくとも1つを含む、方法。
- 9請求項6に記載の方法において、前記第2の割り振りが、 前記時間期間にわたり様々な活動を実行する前記分析提供者によって費やされる時間を決定するステップと、 前記時間期間にわたり特定の顧客接触タイプに関連するタスクを実行する前記分析提供者によって費やされる前記時間のコストを、前記特定の顧客接触タイプに割り振るステップと、 を含む、方法。
- 10請求項9に記載の方法において、前記分析提供者によって費やされる時間を決定する前記ステップが、前記時間期間にわたり前記様々な活動を実行するのに費やされる前記時間に関し、前記分析提供者を調査することを含む、方法。
- 11請求項10に記載の方法において、前記分析提供者によって費やされる時間を決定する前記ステップが、前記様々な活動を実行する前記分析提供者によって費やされる前記時間をトラックすることを含む、方法。
- 12請求項6に記載の方法において、前記第2割り振りを計算する前記ステップが、前記時間期間にわたり前記分析提供者によって費やされる調査時間のコストを、前記1又はそれ以上の顧客接触タイプに最終的に割り振ることを含む、方法。
- 13請求項6に記載の方法において、前記第2割り振りを計算する前記ステップが、前記時間期間にわたり前記分析提供者によって費やされる調査時間のコストを、前記1又はそれ以上の顧客接触タイプに比例ベースで割り振ることを含む、方法。
- 14請求項6に記載の方法において、前記第1割り振りを計算する前記ステップが、前記時間期間にわたる前記部門のサポート・リソースのコストを、前記顧客接触タイプに最終的に割り振ることを含む、方法。
- 15請求項6に記載の方法において、前記第1割り振りを計算する前記ステップが、前記時間期間にわたる前記部門のサポート・リソースのコストを、前記顧客接触タイプに比例ベースで割り振ることを含む、方法。
- 16請求項6に記載の方法において、前記サポート・リソースのコストが、前記時間期間にわたる管理費用を含む、方法。
- 17請求項6に記載の方法において、前記サポート・リソースのコストが、前記時間期間にわたり発生する間接コストを含む、方法。
- 18株式調査部門の複数の顧客にサービス提供するための前記部門のコストを決定するシステムであって、 プロセッサと、 該プロセッサに結合され、通信ネットワークを介して通信するように構成されるネットワーク装置と、 前記プロセッサと通信するストレージ装置とを備え、 該ストレージ装置が、前記プロセッサによって実行するように構成される命令であって、 前記調査部門の複数のアナリストの調査データを受信させ、当該調査データが、 (i)調査でリストされた複数の顧客について、予め決められた複数の顧客使用カテゴリのうちの1つに対するアナリストのカテゴリ化を示す第1のデータであって、各顧客使用カテゴリが、ある時間期間にわたるアナリストの時間の消費について顧客のレベルを反映する第1データ、 (ii)前記時間期間にわたり、前記複数の顧客へサービス提供するのに費やされるアナリストの時間のうちどれくらいのパーセンテージが、前記顧客使用カテゴリのそれぞれの間で分割されたかについてアナリストの推定を示す第2のデータ、及び (iii)前記時間期間にわたり、前記アナリストの時間のうちどれくらいのパーセンテージが、前記調査でリストされた顧客対リストされていない顧客で費やされたかについてアナリストの推定を示す第3のデータ、を含み、 各アナリストごと及び各顧客使用カテゴリごとに、前記顧客使用カテゴリにおいて顧客に対して費やされた前記アナリストの時間の推定部分を示す第1の値を計算させ、 該第1の値が、前記顧客使用カテゴリ内の各顧客に対し、前記顧客使用カテゴリ内の顧客にサービス提供するように費やされた前記アナリストの時間の全体部分を、比例して割り振ることにより計算され、 前記第1の値の計算が、前記第1のデータ、前記第2のデータ及び前記第3のデータに基づいて前記推定部分を計算することを含み、 各アナリストごと及び各顧客使用カテゴリごとに、前記顧客使用カテゴリにおいて顧客に対して費やされる前記アナリストの時間の報酬加重部分を示す第2の値を計算させ、当該第2の値の計算が前記第1の値及び前記アナリストの報酬を示すデータを考慮することを含み、 各リストされた顧客ごとに、前記時間期間にわたり各顧客にサービス提供した前記アナリストにより費やされた報酬加重時間を計算させ、当該報酬加重時間の計算が、各顧客ごとに、前記時間期間にわたり前記顧客にサービス提供した各アナリストに対応する前記第2の値を合計することを含む、 命令を格納し、 前記1又はそれ以上のコンピュータ装置が、プロセッサ、及び操作可能に付随する電子ストレージ装置を備える、 システム。
- 19株式調査部門について顧客接触の単位当たりに推定するシステムであって、該システムが顧客接触トラッキング・システムを備えており、該顧客接触トラッキング・システムが、 プロセッサと、 該プロセッサに結合され、通信ネットワークを介して通信するように構成されるネットワーク装置と、 前記プロセッサと通信するストレージ装置とを備え、前記プロセッサによって実行するように構成される命令であって、 それぞれが時間期間にわたり前記部門において分析提供者によりもたらされる1又は複数の顧客接触タイプの単位数を示す、複数の第1の値を計算させ、該計算が、 顧客に送られる分析提供者の電子メールを示すデータを、前記株式調査部門の電子メール・システムにインターフェースされる電子メール・メータから受信し、 顧客への分析提供者の電話を示すデータを、電話トラッキング・システムから受信し、 分析提供者に対して生成される電子メール・ラベルを示すデータを、電子メーリング・ラベル・システムから受信し、 前記電子メール・メータ、前記電話トラッキング・システム、及び前記電子メーリング・ラベル・システムからのデータに少なくとも部分的に基づいて、前記複数の第1の値を計算する、ことを含み、 それぞれが前記時間期間にわたる前記部門のサポート・リソースのコストについての、対応する前記顧客接触タイプへの割り振りである、各顧客接触タイプについての第1の割り振りを計算させ、 それぞれが前記時間期間にわたる前記部門の分析提供者のコストについての、対応する前記顧客接触タイプへの割り振りである、各顧客接触タイプについての第2の割り振りを計算させ、 前記複数の顧客接触タイプのそれぞれについて、前記顧客接触タイプの単位当たりのコストを決定させ、該単位当たりの各コストの決定が、前記対応する顧客接触タイプについての前記第1の割り振りと前記第2の割り振りの集約を、前記対応する顧客接触タイプについての前記第1の値で割ることに基づいており、これにより、前記複数の顧客接触タイプについての単位当たりの標準コストを作成し、 前記複数の顧客のそれぞれについて、前記顧客に関連付けられた各顧客接触タイプの前記単位当たりのコスト及び各顧客接触タイプについて前記時間期間にわたり前記顧客が受信した接触の数に基づいて、前記時間期間にわたる前記顧客へのサービス提供のコストを計算させる、 命令を格納する、システム。
Independent claims19
89 paragraphs, as filed
The present invention relates to a computer-based system for determining the cost of serving a customer of a securities research department and for other purposes.
In the securities research industry, the stock research department creates intellectual property (research) that is provided or shared with multiple different parties. For example, IP can be provided to so-called "buyer-side companies," that is, portfolio managers of institutional investors (eg, mutual funds, hedge funds, pension funds, etc.). IP may be shared, for example, with the CEO (Chief Executive Officer) and CFO (Accounting Officer) of a corporate customer. In addition, if the equity sector is a division of a large brokerage firm or investment trust company, the IP can be shared with other components of the firm, such as traders, analysts and investment bankers. Surveys are distributed to so many different parties that it is difficult to quantify the stock research department's resources (mostly fixed costs) spent servicing each consumer of IP.
Further complicating the ability of the stock research department to allocate costs to stock research customers or other consumers is the fact that IP is distributed and consumed through many different channels. For example, work products produced by the Stock Research Department include written publications (electronic or hard copy), individual or broadcast emails (blast emails) and voice emails, one-on-one meetings, meetings. , Seminars, corporate events, etc. may be included. The distribution and consumption channels of these various forms of deliverables are diverse. Therefore, it is difficult to track the creation of these various forms of deliverables and the consumption of deliverables. Therefore, there is a need for a system for the stock research department to track or determine the cost of servicing a company's customers.
Another problem facing the securities research industry is allocating the research department's inherently limited resources to its customers. In general, so-called "buyer-side company" analysts have primarily determined the amount of service a particular customer-buyer-side company receives from the seller-side company. Analysts are generally provided with guidance on which customers are more important than others (eg, in terms of profit margins for the seller), assuming that more service resources will be allocated to that customer. However, service levels were often driven by other considerations, such as analyst rankings. This often resulted in inefficient resource allocation by the research department. Therefore, there is a need for a system for optimizing the resource allocation of the securities research department.
Another important issue in the securities research industry is the ability to respond quickly to the latest financial information. In the financial services industry, the value of information declines rapidly. As a result, value for the investor can be provided by focusing the response time by the investor (or the manager of the investor's assets) on important information. For example, when a company announces a plan to enter bankruptcy protection, the status of suppliers, creditors, customers and / or its bankruptcy competitors responds to that information before others act accordingly. It can be useful for investors to consider quickly. However, it is not always possible to determine a company's suppliers, creditors, customers and competitors quickly, that is, fast enough to maximize or increase its value to investors. .. Traditionally, investors have relied on institutional knowledge of these interdependencies and relationships, or on paper chart information. Such a mechanism is often For example, it is inaccurate, outdated, cumbersome and / or incomplete. Therefore, there is a need for a way to quickly and interactively search the industry supply chain to see important dependencies and relationships between the various parties.
<p>(Outline of the invention) In one general aspect, the various embodiments of the invention generally cover two different techniques for determining the cost of serving a customer of a stock research department.</p><p><u style="single">Technology 1</u>: The first technique generally involves estimating the time spent over a specified period by each analyst in the department serving the customer. The time spent servicing the customer can then be adjusted based on the rewards of the analytics provider (or multiple providers) servicing the customer. The reward-weighted time of each analytics provider servicing the customer is then summed to give an estimate of the time and cost of servicing the customer.</p><p> According to various practices, an estimate of the time spent by an analyst to serve a customer can be estimated based on the results of a survey conducted by the analyst. The survey tells analysts that (i) the total time spent servicing multiple department-listed customers over a specified period of time, and the total time spent servicing department-unlisted customers. Estimate the time spent in, (ii) classify the listed customers into multiple customer use categories based on the analyst's time consumption by the customer, and (iii) for each customer use category over a specified period of time. You may be asked to estimate the total time spent by the analyst to serve the listed customers.</p><p><u style="single">Technology 2</u>: The second technology estimates the standard cost per unit of each different type of customer contact that the equity research department brings. Customer contact types include, for example, customer calls, one-on-one or small group meetings with customers, individual emails or voicemails sent to customers, broadcast emails or voices sent to customers. It can include emails, conference or conference calls attended by customers, published documents (hard copy or electronic) created for customer consumption, and so on. The number and type of customer contacts received by a particular customer over a given period (3 months, 1 year, etc.) is then determined and multiplied by the standard cost per contact for each different type of contact. You can get the total cost of servicing your customers over that period.</p><p> The process of estimating the cost per customer contact may include the step of estimating the number of units of the type of customer contact provided by the department over a period of time. The cost of the department's support resources over that period is then allocated to the customer contact type. The cost of support resources that are directly associated with a particular customer contact is allocated to that contact. Support costs that cannot be directly associated with a particular type of customer contact can be distributed to all customer contact types, for example on a proportional basis.</p><p> The time spent over that period by the departmental analytics provider to carry out the various activities is also determined. This can be accomplished by the use of surveys and / or the use of various contact capture systems (eg, telephone recordings, electronic mailing labels, calendar recordings, conference tracking systems, email meters, etc.). The cost of time spent by the analytics provider to perform the activities associated with a particular customer contact type can be allocated to that particular customer contact type. The cost of research time spent by the analysis provider over that period can be distributed to all customer contact types. In this way, to the analysis provider Therefore, the time cost spent on conducting a survey (performing a survey, writing / editing the results of a survey, etc.) is the research and development cost (R & D: research and) of that department. development) Effectively treated as an expense. The cost per unit of the customer contact type is then calculated by dividing the total cost of the customer contact type by the number of units of the customer contact type to create the standard cost per unit of the customer contact type for each customer contact type. Can be estimated. Finally, the cost can be allocated based on the consumption of the customer contact and the standard cost per corresponding unit of the customer contact type consumed.</p><p> In another general aspect, the present invention is directed to a system for allocating limited resources of a securities research department to its business partners. According to various embodiments, the system includes an account scoring module and a resource matching module. The Account Scoring Module is for generating scores for each account, and the Resource Matching Module is for matching department resources to accounts based on each account's score. is there. This system, financial (economic) shadow for research division of various resource allocation may also include a forecast module for estimating the sound.</p><p> In various implementations, the resource of the securities research department to match an account is an analyst contact relationship. Scores are a way of expressing the relative importance of an attribute in determining the value of that account to other accounts based on the attribute, and the value of the account to the securities research department. is there. Account scores can be obtained based on a hierarchical tree of categories and attributes. Account scores can be based on a weighted percentage average of account scores within a category. The account score for each category can be based on a weighted percentage average of the account ranking for each attribute associated with a particular category. The attribute rank can be, for example, a percentile rank.</p><p> The resource matching module can match department resources to accounts based on the score of each account. The inventory (available capacity) of each resource is entered in the system. The Resource Matching Module (i) allocates points to each account based on the account score determined by the Account Scoring Module, and (ii) assigns the points of each account to that particular account. A department's resources can be matched to an account by distributing to the resources of the company of interest and (iii) matching the resources to the account based on the number of points allocated to each account's resources. If a particular account has points allocated to a resource that is not in stock, the points allocated to that resource are allocated to other resources that are in stock and of interest to that account. obtain.</p><p> In another general aspect, various embodiments of the invention are directed to an interactive user interface. This interface may include a first field and at least one additional field. The first field lists the items of focus and at least one additional field contains a list of items related to the focus item. Some of the related items in at least one additional field contain hyperlinks, and this hyperring transitions so that at least one additional field lists items related to the new focus item. Makes the item corresponding to the activated hyperlink the new focus item listed in the first field when activated by.</p><p> According to various implementations, the focus item can be an identifier that corresponds to the company, and at least one additional field is a list of identifiers that correspond to the customer, supplier, or competitor company of the focus item company. May include. In this way, the user can interactively search the supply chain of a company, for example, to identify important interdependencies that can be valuable in providing timely investment advice. For example, the user You can look at three or more derivatives up and down, or move across the supply network, and also recognize the impact of market movements on multiple order upstream or downstream parties. In other variants, the focus item can be an economic indicator, and at least one additional field can list companies whose stock prices are known to be significantly affected by changes in a particular economic indicator. ..</p><p> In another general aspect, various embodiments of the invention are directed to systems for providing users with their interactive user interface. The system includes a database for storing data about items (such as companies) and a server that communicates with the database. The server may provide the user with a document containing an interactive user interface over the network. The interactive user interface may include a first field and at least one additional field, as described above. The first field lists the focus items and at least one additional field contains a list of items related to the focus item. Some of the related items in at least one additional field contain hyperlinks, and this hyperring transitions so that at least one additional field lists items related to the new focus item. Makes the item corresponding to the activated hyperlink the new focus item listed in the first field when activated by.</p><p> In addition, an embodiment of the present invention will be described in relation to the following drawings by exemplifying the embodiment.</p>
Figure 1 shows the total time spent by analysts and / or a team of analysts in the stock research department (or company) servicing a particular buying customer, as well as the customer's analysis, according to various embodiments of the invention. It is a flowchart of the process for estimating the cost of servicing a customer based on the time consumption of the list. This process begins at step 10 where an analyst in the equity research department (preferably any analyst) completes a survey of the time it has spent servicing customers in that department. Figure 2 shows an example 12 of the survey. Analysts can complete the survey online, for example through an internal web-based application, or handwrite a hard copy of the survey.
As can be seen in Figure 2, Survey 12 first asks analysts to classify multiple customers in a company for their time spending over a particular time period (for example, the last 12 months). The customers listed in the survey may correspond to the first or top tier of customers of the company, or the top n (150, 200, 250, etc.), for example, in terms of revenue or profit margin for the company. The top or top n customers, in total, can make up a percentage of a company's revenue.
In the survey, any number of customer use categories can be used to classify the analyst's time consumption by the customer. In the example illustrated, four customer use categories are used: high, medium, low, none (or minor). In addition, the study may provide analysts with guidance on what is considered "high" use, "moderate" use, etc. of the time. For example, if an analyst contacts a customer at least once every two weeks, the customer can be considered a "high" user of analyst time. Customer contact can include, for example, direct conversations, telephone calls or conference calls, individual emails and individual voice emails. If an analyst contacts a customer at least once every six weeks, the customer can be considered a "moderate" user of the analyst's time. If an analyst makes less contact with a customer less than once every six weeks, the customer can be considered a "low" user of analyst time. If the analyst has little contact with the customer, the customer is at the time of the analyst It can be considered as a minor user, or non-user, in between. In other embodiments, different numbers of categories and / or different definitions of what is a particular user-use category may be used.
Customers may be listed in the survey in a way that tends to be unbiased or minimize bias in the survey results. For example, customers may be listed in alphabetical order. Similarly in online surveys, analysts may be asked to classify each listed customer. If an analyst fails to classify one or more customers, an online survey may prevent the analyst from proceeding to the next question or successfully submitting the survey.
Survey 12 further estimates how much of the time spent servicing listed (tiered) customers was split among customers categorized according to various customer usage categories. You can ask the analyst to do it. For example, in the example of the survey in Figure 2, survey 12 shows how much of the time spent servicing the listed n customers is between high, medium and low users. You can ask the analyst to estimate if it was split in. The survey may require, for example, that the sum of high, medium and low is 100%. A minor degree of user may not be considered in this step as the consumption of their analyst time may be considered insignificant.
In addition, Survey 12 may ask analysts to compare listed customers (such as the top n customers) with unlisted customers and estimate how much of that time was spent. Again, the survey can require that the total number of responses be 100%.
Returning to the flowchart in Figure 1, the results are compiled after the analyst completes the survey, and in step 14, for each analyst, the analyst (for the time spent servicing unlisted customers) is listed. An estimated percentage of spent customers and time spent is distributed to each customer usage category based on the estimated total consumption of customer analyst time within each customer usage category. For example, suppose Analyst A estimates the total customer time as follows:
80% of the time is spent with listed customers and 20% is spent with unlisted customers. Of the time spent with customers on the list, 60% are spent with high users, 25% with medium users, and 15% with low users. Therefore, in this example, Analyst A spends 48% of that time with high-level users (calculated as 80% times 60%) and 20% of that time with medium-level users (calculated as 80% x 25%). Also, 12% of that time is spent with low-level users (calculated as 80% x 15%).
Then, in step 16, for each analyst, a percentage of the total time spent by the analyst to serve customers in each customer use category is distributed to each customer in each customer use category. So, for example, suppose in a survey that Analyst A classified 50 customers as high-level users, 75 customers as medium-level users, and 150 customers as low-level users. Is provided.
0.96% of Analyst A's time (calculated as 48% ÷ 50) is spent with each high level user. 0.27% of Analyst A's time (calculated as 20% ÷ 75) is spent with each moderate user.
-0.08% of Analyst A's time (calculated as 12% ÷ 150) is spent with each low level user Will be done. In step 18, according to various embodiments, an analyst time weighted adjustment is calculated for each customer. Weighting may be based on, for example, analyst rewards. To perform this step, for example, the percentage of rewards that each analyst constitutes in the total reward pool of all analysts can be calculated. For each analyst, the estimated time the analyst spends with each customer can then be multiplied by the analyst's compensation percentage. For example, suppose Analyst A's reward constitutes 2% of all analyst's reward. Therefore, Analyst A's time reward-weighted adjustment can be calculated as follows:
Multiply the estimated time (ie 0.96%) of customers in Analyst A's high-use category by 2% to get 0.0192% Analyst A's reward-weighted time percentage for high-level users.
Multiply the estimated time (ie 0.26%) of customers in Analyst A's medium usage category by 2% to get an Analyst A reward weighted time percentage of 0.0052% for medium users.
Multiply the estimated time (ie 0.08%) of customers in Analyst A's low-use category by 2% to get an Analyst A reward-weighted time percentage of 0.0016% for low-level users.
Then, in step 20, each analyst's reward-weighted time percentage may be summed for each listed customer to calculate the reward-weighted consumption percentage for each listed customer. As an example, assume that customer 1 is rated as a high user by p analysts, a medium user by q analysts, and a low user by r analysts. In addition, the total compensation weighted adjustment time percentage for p analysts who classified customer 1 as high was 1.2%, and the total for q analysts who classified customer 1 as medium was 0.4%. Suppose that the total for r analysts who can classify customer 1 as low degree can be 0.15%. These percentages add up to give Customer 1 a reward-weighted consumption percentage of 1.75%. This can be done for each of the n customers. In this way, an estimate of how much time a departmental analyst spends, adjusted to compensate for each analyst's reward, can be determined.
FIG. 3a is a flowchart showing a second technique according to various other embodiments of the present invention. The second technology allocates the cost of the stock research department to the units provided by the department to determine the standard cost per unit. The units involved can be, for example, customer contact (or customer contact points), that is, the way the stock research department exchanges information or otherwise serves its customers. This process begins at step 30 to determine the type of customer contact point. In the equity research department, customer contact points can include both scalable contacts (which can be delivered to multiple customers at the same time) and non-scalable contacts (which can be delivered to only one or a few customers at the same time). .. Scalable contacts can include, for example, broadcast voice mail, conference calls, live conferences or other live events, published documents (hard copy or electronic), webcasts and broadcast email messages. Non-scalable contacts can include, for example, analyst phone calls, one-on-one or minority group meetings, individual email messages, individual voice email messages, management meetings, and the like.
Then, in step 32, the number of units for each customer contact type that is delivered over a given time frame (annual, quarterly, etc.) is determined or estimated. Any number of credits can be used It can be judged by competent and / or practical means. For example, a computerized system can track the number of customer contacts brought in, as described in more detail below in connection with FIG. This system may include a phone tracking system for tracking customer calls (both incoming and outgoing). Phone tracking systems can track calls, parties, and / or the length of each call. The customer contact tracking system may also include a conference call tracking service for tracking the number of conference calls and their attendees, as well as the length of the conference call. Email systems can also be used to track the number of emails sent to customers (eg, based on domain name extensions). In addition, the issuing department and / or survey aggregation service can be used to track the number of hard copies and / or electronic publications. Alternatively, or as an alternative, surveys of analysts and other analyst providers can be used to estimate unit communications for each customer contact type. These studies are described in more detail below. In addition to the analysts themselves, other analytical providers in the equity research sector may include, for example, strategists, researchers, economic experts and accountants.
Then, in step 34, the cost of the support resource is allocated to the customer contact. Support resources may include management or other indirect costs. Support resources may include any other costs besides the cost of analyst time, such as insurance, energy, rent, telephone, mailing, printing, etc. The cost of support services that are directly associated with or identifiable to a particular customer contact can be directly allocated to such contact. That is, whenever possible, support costs that can be directly identified for a particular type of contact are preferably assigned directly to that contact category. For example, the cost of the issuing department used to publish a hard copy document can be specifically allocated to the hard copy document. Similarly, telephone costs can be allocated directly to, for example, calls and / or voice mail.
The cost of support resources that cannot be directly linked to customer contact (such as indirect costs) can be distributed to all customer contact types. These costs can be evenly distributed to all customer contact types, or can be distributed, for example, on a proportional basis. That is, for example, the most and / or the most time-consuming customer contact may be allocated more indirect and administrative costs than the lesser number or less time-consuming customer contact. For example, if the published document (hard copy or electronic) accounts for 80% of customer contact, 80% of the indirect and administrative costs can be allocated to the cost of the published document. For other types of customer contacts, allocation can be based on time consumption, and more time-consuming customer contacts have a higher percentage of indirect and administrative costs than less time-consuming customer contacts. Can be allocated.
Then, in step 36, the costs (including compensation) of analysts and other analysts (stratists, researchers, economic experts, accountants, etc.) are allocated to customer contacts. The process of this allocation according to various embodiments is shown in Figure 3b. The process in Figure 3b begins at step 40 and determines or estimates the time spent by analysts and other analytics providers performing the various activities associated with the contact category. Any technique suitable for determining or tracking the time spent by analysts and other analytical providers in carrying out these activities may be used. For example, analysts and other analytics providers can record (eg, electronically) the time spent on various activities and compile entries for these times to determine how much time is spent on these activities. can do.
According to another technique, to confirm estimates of how much time analysts and other analytics providers will spend performing various activities related to a particular contact category. Surveys of analysts and other analysis providers may be conducted. Figures 4a-4d show an example of a survey for estimating such time allocation and estimating the number of units of customer contact. As can be seen in Figure 4a, this survey gives analysts and other analytics providers any percentage of their time in various activities, such as surveys and deliverable creation, direct customer service, surveys. You may be asked to estimate what you will spend working with your sales force and dealing with other components (such as other parts of the company). The time spent dealing with other components is not allocated to the contact category, but can be allocated to these components. Survey questions may be designed so that all work-related time of analysts and other analysis providers can be considered to belong to at least one activity. In addition, surveys are about what percentage of the time analysts and other analytics providers spend on surveys and deliverables, eg, proprietary surveys (proprietary). You can ask if it will be spent working on research), conducting ongoing research, writing / writing / editing for publication, creating webcasts, and working on models and evaluations.
As shown in Figure 4b, the study further subdivides the time spent directly serving customers to analysts and other analytics providers into multiple activities, including some customer contact. You can ask to do it. For example, the seminar talks to analysts about that time, what percentage of the time it spends directly in servicing customers, on the phone with the customer, and meets with the customer (one-on-one or in a small group). And create individual emails to customers, set up and hold general conference calls with customers, record individual voicemails for customers, set up and attend seminars or group events You can set up and attend meetings, set up and attend non-trading / management road shows and meetings, and ask if you want to engage in activities to work on custom or individual research projects.
In addition, as shown in Figure 4b, the survey identifies how much of the time spent in one-on-one or minority grouping meetings with customers over a specified period of time (such as 12 months). Analysts may be asked to estimate how much was spent between meetings in the geographic area of. Similarly, as shown in Figure 4c, this survey shows how much of the time spent setting up and attending non-trading / management briefings over a specified period of time. You may ask analysts to estimate how much was spent setting up and attending these meetings in a particular geographic area.
In addition, as shown in Figures 4c and 4d, the survey can ask how many analysts attended these meetings and how many customers attended these meetings. In addition, as shown in Figures 4c and 4d, this survey found out how many of certain types of customer contacts, such as individual emails and voicemails, the analysts had, broadcast emails and voicemails. You may ask analysts to estimate the number of recipients and customer attendance such as conferences, seminars and other customer events. In this way, the number of such contacts (including the customer at the meeting) and the cost of these contacts (related to the cost of analyst time to set up and attend the meeting) can be determined. This study can be detailed as needed to obtain estimates of the number of customer contacts and the costs of analysts and other analysis providers for such contacts.
Based on this information, with reference to Figure 3b, in step 42, analysts and other analytics providers on specific customer contacts may be devoted to such contacts. For example, the time spent calling a customer by an analyst can be allocated to the cost of the customer call. Similarly, the time spent composing individual emails can be allocated to the cost of providing individual emails, and so on.
At step 44, the cost of these analyst time allocations for each customer contact type Can be judged or estimated. Costs are specific customer contact with values related to fully-loaded compensation for analysts and other analytics providers, as well as other costs (insurance, office space, computers, benefits, insurance, etc.). It can be judged by spending time on typing. According to various embodiments, the average reward values of analysts and other analysis providers may be used. According to other variants, different average compensation values may be used for analysts, researchers, economic experts, strategists and accountants. In addition, according to other implementations, the actual rewards of individual analysts and analysis providers may be used. So, for example, if Analyst A spends 5% of that time composing a personalized email to a customer and also has $ S related costs (including all-inclusive compensation and costs), the personalized email. The cost of Analyst A to create is estimated to be 0.05 x (working hours) x $ S.
To track costs or costs associated with an analyst, all costs associated with the analyst are placed within a cost code associated with each analyst or associated analyst team. Related costs may include, for example, allowances, office space, benefits, computer equipment, security, and the like. These costs are allocated to each contact category based on the time the analyst provider spends on activities related to the contact category.
At step 46, the cost of time spent investigating by analysts and other analysis providers can be estimated. This can be done to distribute the cost of the investigation to customer contacts, as described further below. Survey costs can be determined by multiplying the time spent on the survey by the analyst's time-related costs, including all-inclusive compensation and related costs. The time spent on the survey can be estimated, for example, based on the survey or any other time tracking technique. For analyst costs, as mentioned above, one or more average analyst costs can be used, or the actual costs of the analyst or other analyst provider can be used to determine the cost of the survey. You can judge.
At step 48, the cost or expense of the investigation can be allocated to various customer contacts. The cost of the survey can be evenly allocated to all customer contact types or can be allocated on a proportional basis. That is, for example, the largest number of and / or the most time-consuming customer contacts may be allocated more research costs than the fewer or less time-consuming customer contacts. For example, if the published document (hard copy or electronic) accounts for 80% of customer contact, 80% of the research cost can be allocated to the cost of the published document. For other types of customer contacts, allocation can be based on time consumption, and more time-consuming customer contacts are allocated a higher percentage of research costs than less time-consuming customer contacts. It can be.
Returning to FIG. 3a, in step 38, the cost for each customer contact unit can be determined based on the cost information for each customer contact type and the number of units for each customer contact type. The cost of each customer contact type can be determined by adding various pre-determined item costs of a particular customer contact type (direct labor costs, support costs, etc.). In this way, for example, the average cost of a call to an analyst (or other analytics provider) customer (on a call-by-minute or minute-by-minute basis) is the average cost of a one-to-one or minority group meeting (geographical region). (Including subdivision by), individualized email and voicemail, broadcast email and voicemail, custom or individual research projects, conference calls, conferences, seminars and other customer events, hardcopy and electronic documents, web Can be calculated in the same way that average costs such as casts are. Then, in step 39, the standard cost per customer contact unit is allocated to the customer based on the customer's contact consumption.
FIG. 5 is a diagram of a system 60 for calculating the cost per unit for customer contact according to various embodiments of the present invention. System 60 includes a computing device 62 that includes an activity-based costing module 64. The activity-based costing module 64 uses any suitable computer language, such as Java®, C, C ++, Perl, using conventional or object-oriented technology, to implement the processor of the compute device 62. Can be implemented as software code executed by (not shown). The software code, as a series of instructions or commands, is a computer-readable medium such as random access memory (RAM), read-only memory (ROM), or a magnetic medium such as a hard drive or floppy disk. , Or can be stored in an optical medium such as a CD-ROM. The computing device 62 can be implemented as one or more network computing devices such as personal computers, laptops, workstations, servers, and the like.
Database 66 (or multiple databases) may include acquired time and cost data as determined according to the techniques described above. The activity-based cost calculation module 64 can calculate the unit cost of each customer contact based on the data.
FIG. 6 is a diagram of a customer contact tracking system 70 that can be used to track customer consumption for customer contact brought about by the stock research department, according to various embodiments. The customer contact tracking system 70 can be a computerized tracking system that tracks (eg, counts) the number and types of contacts consumed by a customer based on input from other systems. For example, the customer contact tracking system 70 may communicate with an email meter 72 that tracks email sent from the stock research department to a customer. The Email Meter 72 interfaces with the Equity Research Department's email system to determine which email was sent to a customer by whom and where, based on the domain name extension of the email sent. obtain. When sent to a mass mailing list, the email may be considered a broadcast email. If sent to one or a few parties, the email may be considered an individual email. If an email is sent by the issuing department, the email may be considered to contain, for example, an electronic research publication.
The tracking system 70 may also communicate with the telephone tracking system 74, which may track calls made or received by the analytics provider. The telephone tracking system 74 may track the caller and length of a call. Based on the number of recipients, for example, it can be determined whether the call is a broadcast voice mail or an individual voice mail. Similarly, the conference tracking system 76 may track telephone and / or video conferencing made by the analytics provider, including attendees, length and media.
The e-mailing label system 78 can track the creation of e-mail labels. From this data, the number of hard copy survey publications and recipients can be determined. The calendar tracking system 80 may also track an analyst provider's time entry to determine the time spent by the analysis provider, for example, to conduct a survey, attend a briefing or meeting. The data from these tracking systems can be used in conjunction with survey data to help determine the number of customer contacts that will be brought about.
According to another aspect, as shown in FIG. 7, the invention is to match the scarce or limited resources of a source of securities research (such as stock and / or debt securities research) to the consumer of the research. Target system 110 that can be used. For the purposes of explanation below, the source of securities research is sometimes referred to as the "seller-side company" or "securities research department." Seller side company Can be, for example, a securities company or investment trust company, or an independent research company. Consumers of securities research can be pension funds, mutual funds or hedge funds, or institutional investors of any other type of buyer-side company. A securities survey consumer is sometimes referred to herein as the "customer" or "customer" of the seller-side company that supplies the securities search, or the "buyer-side company."
According to various embodiments, the system 110 includes a computer device 112 that includes a plurality of modules. For example, as shown in FIG. 7, the computing device 112 may include an account scoring module 114, a resource matching module 116, a forecast module 113 and a user interface 117. Modules 113, 114, 116, 117 are processors of computing device 112 using any suitable computer language, such as Java®, C, C ++, Perl, using conventional or object-oriented technology. Can be implemented as software code executed by (not shown). The software code, as a series of instructions or commands, is a computer-readable medium such as random access memory (RAM), read-only memory (ROM), or a magnetic medium such as a hard drive or floppy disk. , Or can be stored in an optical medium such as a CD-ROM. The computing device 112 can be implemented as one or more network computing devices such as personal computers, laptops, workstations, servers, and the like.
The Account Scoring Module 114 may create an account score (Service Score) for a securities research department based on one or more attributes. The service score can be used, for example, to rank the value of an account to a seller's entity relative to other accounts that do business with the seller's entity. The score is, according to various embodiments, a weighted average percentile scored by each account for each attribute, which is included when calculating the score and relative weights for each attribute and category (such as an attribute group). Can be configured. Attributes can be, for example, quantitative or qualitative factors, but each factor is preferably transformed into a quantitative form. For example, a quantitative factor can be transformed using a step from 1 to 100, with 1 being very low and 100 being very high, to assess how well an account is showing a particular factor. .. The account attribute data can be stored in the account attribute database 118.
According to various embodiments, the resource matching module 116 is an arbitrary number (eg, 100,000) of points (priority points) based on the service score of each account as determined by the account scoring module 114. ") Can be assigned. An account may receive priority points that are directly proportional to its composition of all service score points given to the account by the account scoring module 114, as described in more detail below. The percentage of total priority points for each account can then be allocated to the specific resources of the securities research department as a bid, or as another quantitative indication of the account's interest in the resource. The resource matching module 116 can then match the resources of the securities research department to the trading partner based on the bid, as further described below. Inventory of resources can be stored in resource capacity database 119.
As described in more detail below, the user interface 117 allows the user of system 110 to use, for example, the attributes of a scoring scenario and through an input device 108 (such as a keyboard or mouse) and an output device 109 (such as a display monitor). You can set category weights, define resource inventory (such as analyst contacts), and be able to predict revenue from accounts based on the results of resource matching module 116.
Prediction module 113 has different users of the system, as described in more detail below. To be able to estimate the economic impact on the research department based on resource allocation decisions. FIG. 8 is a diagram of scoring scenarios for the partner scoring module 114 according to various embodiments of the present invention. As can be seen in FIG. 8, the scoring scenario can be represented by a hierarchical tree (hierarchical tree). The scoring scenario 120 includes at least one category 122. The plurality of categories 122 may be determined by a user of the system, such as an administrator, or another person associated with the department. Each category 122 can be weighted as a percentage of how important that category is in determining the value of an account to a user (ie, a company). The sum of the weights in all categories is preferably 100%. Examples of categories can include value platforms, customer satisfaction, trading partner profit margins for sellers, trading partner potential, broker voting, and so on. Broker voting is a large institutional voting survey in which institutional investors rank analysts from different research firms in different market sectors.
Each category 122 may contain one or more attributes 124. Each attribute 124 can also be weighted as a percentage of how important that attribute is in determining the value of an account to a user. The sum of the weights of all the attributes in the category is preferably 100%. In the case of a value platform category, for example, its attributes may include the seller's revenue from the business partner, the seller's market share for the business partner, and so on. The market share of the research department is trading It can be judged or estimated by a third party such as McLagan Partners who records slip).
If information about a particular customer is not available within an attribute or category, the Account Scoring Module 14 scores the account so that the lack of information does not help or lose the customer's overall score. Can be done. To do so, when scoring the overall score of an account, the account scoring module 14 uses the attributes and categories for which data is available and uses the weights of each available attribute or category. It is preferable to normalize it by dividing by the sum of the weights of all possible attributes or categories. For example, suppose a category has three attributes with the following percentage weights: Attribute 1 80% Attribute 2 10% Attribute 3 10%.
If the data is only available for attributes 1 and 2, these attributes are calculated as 88.9% (80% / (80% + 10%)) for attribute 1 and 11.1% (10% /) for attribute 2. (80% + 10%))) and calculated). If the scoring scenario has categories weighted as 50% -30% -20% and data is only available for the 50% and 30% categories, then the two categories for which data was available are: , 62.5% and 37.5%, respectively.
The Account Scoring Module 114 may generate an account's service score based on the weighted average percentile of each account's score for each attribute and category, as described above. For example, referring to the scoring scenario of FIG. 8, in the scoring scenario, a particular account can be assigned a percentile score for each attribute / category. The percentile value for each attribute / category of an account can be calculated as follows:
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Here, the rank (Rank) is the rank of the business partner for a specific attribute and category, and the number of business partners (Account Count) is the number of business partners in the ranking. For example, if an account ranks 34th out of 500 accounts for a particular attribute / category, the account percentile value is 7. The account scoring module 14 can calculate percentile values based on available data or retrieve percentile values for each attribute / category for each account from the account attribute database 18. According to other embodiments, instead of evenly distributing the percentile ranking of an account to the score range, the account ranking may reflect the relative value of the account for that attribute / category. For example, if the attribute is revenue for a company, there are 100 accounts, and the revenue for a particular account is twice the revenue for any of the other 99 accounts, then that account is , Receives a score of 100, and all other accounts may give a second account in revenue a score of 99 even though their revenue is half that of the top account. Has a score of 50 or less.
The resource capacity database 119 may list the resources of the securities research department that need to be allocated to the trading partner, and the available capacity of each resource (such as inventory). For example, if the resource is an analyst contact, database 119 is where each analyst is located, including the specific analysts in the securities research department available to the business partner, as well as the contact with various business partners in the research department. It can store the total number of relationships that can be maintained at the time of giving (for example, 50 contacts for some analysts). Each element of a resource can have its own capacity limit. For example, depending on the analyst's experience and abilities, one analyst may be able to maintain 50 relationships and another may be able to maintain 70.
FIG. 9 is a diagram of the process flow of the resource matching module 116 according to various embodiments of the present invention. In step 130, the resource matching module 116 may assign any given number of priority points (such as 100,000 priority points) to each trading partner for bidding on resources of the securities research department that are of interest to a particular trading partner. .. The resource matching module 116 may assign priority points among various accounts based on each account's service score as determined by the account scoring module 114. An account can receive points proportional to its composition of all service score points. For example, the resource matching module 116 can determine the number of Preference Points given to a particular account according to the following calculation:
<maths num="2"><img file="JP5100769B2_D0002.tif" /></maths>
Here, priority points<sub>i</sub>Is a business partner<sub>i</sub>The amount of priority points given to the Service Score<sub>i</sub>Is a business partner<sub>i</sub>Service score for, N accounts exist, and 100,000 priority points are used.
Then, in step 132, the priority points of each account are distributed to the resources matched for that account. For example, if the resource being matched is an Analyst-Contact Relationship, then each analyst has a point price that indicates the value of the relationship with that particular analyst for each account. It can have a Point Price). Priority points for each account can be distributed to analysts according to the following calculations.
<maths num="3"><img file="JP5100769B2_D0003.tif" /></maths>
You can use the default table of point prices to generate the first bid for an analyst contact with an account. The user can preferably change the default table values to reflect their knowledge of the actual priorities of the accounts. The analyst's point price can depend on the analyst's popularity and the importance of the industrial sector covered by the analyst.
Then, in step 134, the resource matching module 116 may match the resource to various accounts. The resource matching module 116 may carry out the matching process of step 134 according to the process flow of FIG. 10 according to various embodiments of the present invention. Referring to FIG. 10, in step 150, the resource matching module 116 may find the highest bid for all accounts for all resources in stock (such as analyst contacts). At step 152, the resource matching module 116 may satisfy the highest bid, and at step 154, the number of units corresponding to the satisfied bid may be subtracted from the available inventory of the resource. For example, if Account A has a bid for X for an analyst contact with analyst Y, and X is the highest bid for all available resources, then an analyst contact with analyst Y The bid for Account A is fulfilled and the number of available analyst contacts for Analyst Y is reduced by one.
Then, in step 156, the resource matching module 116 may determine if there is any remaining inventory available for the resource. That is, the resource matching module 116 can determine if the decrement in step 154 has reduced the available inventory of a particular resource to zero. If there is no further available inventory for that resource, this process proceeds to step 158 and resource matching module 116 was not met for each account with unfilled bids for unavailable resources. Priority points for bids may be distributed to the remaining outstanding bids of accounts with available inventory. According to various embodiments, priority points for unfilled bids of unusable resources may be distributed to the open bids of the account in proportion to the resource bids of the open priority points of the account. ..
Then, in step 160, the resource matching module 116 may determine if any of the resources have remaining resources. If so, this process can be returned to step 150 and the process of matching bids to available resources can be repeated until there is no remaining inventory for each resource. If there are (unlikely) unstocked or unfilled bids, this process can be completed at step 162.
Returning to Figure 9, after matching the resource to the account in step 134, the resource match The process flow of ching module 116 can proceed to step 136, where resource matching module 116 has a matching resource output list (ie, a list of filled orders) for each account, and is filled. Can provide a list of no resource requests.
Returning to FIG. 7, user interface 117 may allow, for example, a user of system 110 to establish criteria for a scoring scenario. User interface 117 provides multiple screens for the user on the monitor, for example, which can be entered by the user to define a scoring scenario, define inventory, and specify resources that are important to a particular account. Can be displayed. The user may interact with the user interface 117 via input and output devices 108, 109 that are locally connected to the system 110 or remotely connected to the system via a data network such as a LAN.
FIG. 11 is a screenshot 170 for the user to define a scoring scenario that the user interface 117 may provide to the user in various embodiments. In field 172, for example, the user can name the scoring scenario. In field 174, the user can specify the categories of scoring scenarios (see Figure 8) and, for each category, a percentage of the weight. In field 176, you can specify the attributes for each category and the percentage of weight for each attribute. In the illustrated example, the sum of the weight percentages for each category is 100%, just as the sum of the weight percentages for each attribute for each category is.
FIG. 12 is screenshot 180 for defining the inventory level of a user-allocated resource that user interface 117 may provide to the user. For applications where the resource is an analyst contact relationship, in field 182 the user may specify different analysts and the total number of relationships that each analyst can maintain at a given point in time.
In a similar manner, user interface 117 has the opportunity to take a closer look at the list of quotas and unfulfilled bids and modify the list for a variety of reasons, including to correct perceived quota inequities. It can also be provided to the user. System 110 can also allow users to create and store various scenarios, such as different scoring scenarios, inventory capacity and account priorities.
The prediction module 113 can communicate with the prediction data database 107, allowing users of the system to estimate the economic impact of various resource allocation decisions. For example, based on the data stored in database 107 regarding the cost of a particular analyst contact relationship, the user can determine the cost of increasing or decreasing the number of relationships assigned to a particular customer. The benefits of increased or decreased relationships can be assessed based on knowledge of how these changes affect the seller's market share of the customer's total street spend.
According to another aspect, the present invention is directed to a user interface and a system for providing the user interface. FIG. 13 is a diagram of an interactive user interface 210 according to various embodiments of the present invention. As further described below in connection with FIG. 16, the user is using a computing device (not shown) that includes monitor and browsing software to display interface 210 based on pages from the server. , Interface 210 may be presented.
As can be seen in the illustrated embodiment of FIG. 13, the interface 210 is an interface. Includes field 212, which is located towards the center of face 210 and where item 214 is located. Item 214 can be an identification of a company, for example, a company brand code. The user can enter information about item 214 or select it in response to a search query. According to other variants, item 214 can be a parameter such as an economic indicator including, for example, CPI, GNP, etc.
This interface also includes additional fields 216, 218, 220. These additional fields 216, 218, 220 may list the item 222 associated with the item 214 in the field 212. Item 222 can also be an identification of an entity, such as an entity's brand code. Item 214 is often referred to below as the "focus item" because the item 222 listed in fields 216, 218, 220 is associated with item 214 in the field.
In the interface 210 where the focus item 214 identifies the entity, the additional fields 216, 218, 220 may list, for example, the supplier, competitor and customer of the focus item 214, respectively. According to other embodiments, the interface 210 may include more or fewer fields listing items associated with the focus item. Additional fields that may be used are, for example, fields that list the creditors, debtors, joint venture partners, etc. of the focus company 214.
Different parameters can be used to determine the item 222 listed in the additional fields 216, 218, 220. For example, according to one embodiment, the supplier and customer of focus item 214 may be determined on the basis of revenue. That is, for example, each item 222 listed in field 216 of the supplier may indicate a company that obtains a certain threshold of revenue (such as about 5%) by selling to focus item 214. Similarly, focus item 214 can obtain a certain threshold of revenue (such as about 5%) by sales to the company indicated by item 222 displayed in customer field 220. The competitor field 218 may list item 222 indicating which companies are competing with focus item 214 in the market. Although Figure 13 uses revenue parameters to determine the items listed in fields 216, 220 of the supplier and customer, other variants of Interface 210 include, for example, price-earnings ratio, inventory level. , Debt-to-capital ratio, etc., can be different parameters.
Some of the items 222 in the additional fields 216, 218, 220 (ie, all of the items 222, or less than all of the items 222) may further include relevant indications about the amount of parameters that define the relationship. .. For example, if the parameter is revenue, some of the items 222 in the supplier's field 216 indicate how much revenue the item 222 earns from sales to focus 214, as shown in the example in FIG. May include related indication 230. Display 230 can be, for example, a number, graphic representation and / or color-coded representation. In FIG. 13, a graphical representation, specifically a slice of pie, is used as the display 230. For example, interface 210 may include, for example, a key 225 indicating the meaning of graphical and / or color representation. With reference to key 225 in Figure 13, corporate DDD can receive more than 75% of its revenue from ABC Corp. (focus item 214), and corporate DDE receives 50-75% of its revenue from ABC Corp. Received, corporate DDF ABCs 25-50% of its revenue It can be received from Corp., and companies DDG and DDH can receive 10-25% of their revenue from ABC Corp. The company indicated by the other item 222 in field 216 (DDJ, DDK, etc.) may receive less than 10% of its revenue from ABC Corp. in this example. According to various embodiments, the pie flakes can be of different colors to provide a clearer indication of the relationship.
Some of the items 222 can contain hyperlinks, which, when activated by the user, as the new focus item 214, corresponding to the activated hyperlink in field 212. Generate a new display that contains. The additional fields 216, 218, 220 are then lined up with items that are appropriately related to the new focus item 214. For example, with respect to FIG. 13, if the user activates a hyperlink for the supplier "SDF", then in field 212, "SDF" as the new focus item 214, along with the symbol "SDF", as shown in FIG. A new screen is generated containing fields 216, 18, and 220 listing the suppliers, competitors, and customers of the corresponding company, respectively.
In addition, some of the items 222 are display windows 238 that contain additional information about the company indicated by the item 222 when the user hovers the cursor 236 near the item 222 on the display screen 210, as shown in FIG. May include the associated mouse over so that is displayed to the user. Additional information may include, for example, the official name of the company, its industry sector, its market capitalization, and so on.
As also shown in FIGS. 13-15, the user interface 210 may include a focus item input field 272 in which the user can enter a new focus item identifier. For example, according to certain embodiments, the identifier can be a trade code of a company or an abbreviation for an economic indicator (such as GNP). Thus, instead of activating one of the hyperlinks of item 222 in one of the fields of 216, 218 or 220 to make it a new focus item, the user is in field 272. You can enter the symbol of the new focus item in. When the user clicks the activation button 273 or hits the "Enter" key on its keyboard, the new focus item 214 is listed in the new page field 212, along with it in the fields 216, 218, 220, respectively. A new page of new focus item 214 containing, for example, suppliers, competitors and customers is displayed for the user.
As mentioned above, focus item 214 can be an economic parameter such as GNP, CPI. If focus item 214 is such an economic item, one of the additional fields 216, 218, 220 may list item 222 representing a company that is significantly affected by that particular economic parameter. For example, an additional field may include a list of companies whose stock prices are known to change in response to changes in certain economic indicators.
In this way, the user can interactively, quickly and clearly search the supply chain of a company and see important interdependencies and relationships between various parties. For example, a user may move three or more derivatives up and down, or across a supply network, to recognize the impact of market movements on multiple order upstream or downstream parties. With reference to the example in Figure 13, the user can quickly recognize that the corporate DDD (in field 216) derives a large portion of its revenue from ABC Corp. (focus item 214). Therefore, if ABC Corp. announces that it will go bankrupt, the user will immediately know that the continued revenue flow of the corporate DDD can be impaired. This is just one example of the types of information that are of vital importance to the investor that can be recognized using the interactive user interface described herein.
The interactive user interface 210 can be implemented in various embodiments within the web environment. FIG. 16 is a diagram of such a system 250 according to various embodiments. The user can view the interface 210 on a client device 252, which may include browser software 253 for displaying web pages. .. The client device 252 is, for example, a portable computer (PC: portable). It can be any type of device that can receive, render, and display web pages, such as computers), laptop computers, workstations, and web-enabled phones. The interactive user interface 210 may be part of a web page provided from host computing device 254 (hereinafter referred to as "host" herein) to client device 252 over network 256. Although shown as a single device in Figure 16, host 254, which can be implemented as a set of network computing devices, generates web pages for interface 210 based on the data stored in database 258. Server 255 may be included. Server 255 may provide the generated web page to client device 252 over network 256.
According to various embodiments, the database 258 is tagged and may include model data extracted from a number of analyst models of public and private companies. This data can be processed to collect customer-supplier relationships, etc. displayed on the interactive interface 210. Database 258 can use XBRL (Extensible Business Reporting Language). The data can also be validated. In addition, data from other sources may be included in database 258. These additional sources include SEC data (such as Edgar Online data) and data from subscription data services. Data from these additional data sources can also be validated.
As mentioned above, the user can enter the focus item 214 (see Figure 13) or select the focus item in response to a search query or a drilldown in the hierarchy of industry sector related folders. FIG. 17 shows an interactive user interface 270 for inputting focus item 214 (see FIG. 13) according to various embodiments of the present invention. In the example shown in FIG. 17, the user can enter the ticker symbol or economic indicator abbreviation for focus item 214 in the focus item input field 272. Alternatively, the user can drill down into department folder 274 to enter focus item 214. Once the focus item is selected, an interactive user interface, as shown in Figure 13, may be displayed for the user.
Looking back at FIG. 16, host 254 may also include alert engine 280 and filter 282. The alert engine 280 and filter 282 use any type of appropriate computer instruction type, such as Java®, C, C ++, Visual Basic, using traditional or object-oriented technology, on host 254. It can be implemented as software code executed by a processor (not shown). The software code, as a series of instructions or commands, is a computer-readable medium such as random access memory (RAM), read-only memory (ROM), or a magnetic medium such as a hard drive or floppy disk. , Or can be stored in an optical medium such as a CD-ROM.
The alert engine 280 may receive alerts generated by an application (not shown). This alert can be a message that some type of predetermined event has occurred. The user may set criteria for establishing the type of alert generated through client device 252. For example, a user may set criteria to generate an alert if a particular company's stock price changes by more than 5% during a trading day. The alert engine 80 can receive the generated alert and route it to the appropriate user. Alerts can be, for example, a user's cry over network 256. It may contain a message sent to the ant device 252.
The filter 282 may filter the data displayed on the interactive display screen 210 from the data 258. For example, referring to FIG. 13, field 216 includes a list of companies that receive revenue from sales to the focus company (focus item 214). Rather than listing every company in database 258 that is known to receive revenue from the focus company, filter 282 is less than the threshold percentage of that revenue from the focus company (1%, 2%, 5%, etc.) All receiving companies can be filtered out. Similarly, filter 282 may filter out companies in customer field 220 that the focus company receives less than the threshold percentage of its revenue. According to various embodiments, the user can select a threshold percentage, or the administrator of host 254 can set the threshold.
Various embodiments of the present invention also cover methods of presenting data to a user within an interactive user interface. This method may include displaying a first page that includes an interactive user interface 210 as shown in FIG. The page may be part of a document provided by server 255 on host 254 to user-client device 252 (see Figure 16). This method may also include displaying a second page to the user when one of the hyperlinks contained in any of the fields 216, 218, 220 is activated by the user. On page 2, the item corresponding to the activated hyperlink can be the new focus item 214 in field 212, as shown in Figure 14. Thus, fields 216, 218, 220 may list items related to the new focus item 214. In addition, items in fields 216, 218, 220 on page 2 may also contain related hyperlinks and mouse overs, as on page 1. The user can interactively search the supply chain by repeating this process continuously and selecting different items (such as companies or economic indicators) that will be the new focus items.
<figref num="1">It is a figure of the process by various embodiments of this invention.</figref><figref num="2">It is a figure which shows the investigation used in the process of FIG. 1 by various embodiments of this invention.</figref><figref num="3a">It is a figure of the process by another embodiment of this invention.</figref><figref num="3b">It is a figure of the process by another embodiment of this invention.</figref><figref num="4a">It is a figure which shows the investigation used in the process of FIGS. 3a and 3b by various embodiments of this invention.</figref><figref num="4b">It is a figure which shows the investigation used in the process of FIGS. 3a and 3b by various embodiments of this invention.</figref><figref num="4c">It is a figure which shows the investigation used in the process of FIGS. 3a and 3b by various embodiments of this invention.</figref><figref num="4d">It is a figure which shows the investigation used in the process of FIGS. 3a and 3b by various embodiments of this invention.</figref><figref num="5">It is a figure of the system by various embodiments of this invention.</figref><figref num="6">It is a figure of the system by various embodiments of this invention.</figref><figref num="7">It is a figure of the system by various embodiments of this invention.</figref><figref num="8">It is a figure of the scoring scenario by various embodiments of this invention.</figref><figref num="9">It is a process flow diagram of the resource matching module by various embodiments of this invention.</figref><figref num="10">It is a process flow diagram of the resource matching module by various embodiments of this invention.</figref><figref num="11">FIG. 6 is a diagram of screenshots generated by a user interface according to various embodiments of the present invention.</figref><figref num="12">FIG. 6 is a diagram of screenshots generated by a user interface according to various embodiments of the present invention.</figref><figref num="13">FIG. 5 is a diagram of an interactive user interface according to various embodiments of the present invention.</figref><figref num="14">FIG. 5 is a diagram of an interactive user interface according to various embodiments of the present invention.</figref><figref num="15">FIG. 5 is a diagram of an interactive user interface according to various embodiments of the present invention.</figref><figref num="16">It is a figure of the system by various embodiments of this invention.</figref><figref num="17">FIG. 5 is a diagram of an interactive user interface according to various embodiments of the present invention.</figref>
12 Survey 60 system 62 Computing equipment 64 Activity-based cost calculation module 66 database 70 Customer Contact Tracking System 72 Email Meter 74 Phone Tracking System 76 Conference Tracking System 78 Electronic Mailing Label System 80 calendar tracking system 107 Expected data database 108 Input device 109 Output device 110 system 112 Computer equipment 113 Expected module 114 Account Scoring Module 116 Resource Matching Module 117 User interface 118 Account Attribute Database 119 Resource capacity database 120 scoring scenario 122 categories 124 attributes 170 screenshots 172 fields 174 fields 176 fields 180 screenshots 182 field 210 User interface / display screen 212 fields 214 items 216 Additional fields 218 additional fields 220 additional fields 222 items 225 key 230 display 238 Display window 252 Client device 253 Browser software 254 Host Computing Equipment 255 server 256 networks 258 database 270 user interface 272 Focus item input field 273 Activate button 274 Department folder 280 Alert engine 282 filter
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Every citation, both ways
| Document | Relation | Office |
|---|---|---|
| JP2003323534A | Cites | Japan |
| JP2003345971A | Cites | Japan |
| JP2003288467A | Cites | Japan |
| JP2000003389A | Cites | Japan |
15 members in 3 offices
Priority claims10
| Document | Office | Kind | Date |
|---|---|---|---|
| 10857400 | United States of America | – | |
| 10857526 | United States of America | – | |
| 85740004 | United States of America | A | |
| 85740004 | United States of America | A | |
| 85752604 | United States of America | A | |
| 85752604 | United States of America | A | |
| 2004857400 | – | – | – |
| 2004857526 | – | – | – |
| US20040857400 | – | – | – |
| US20040857526 | – | – | – |
Members15
| Document | Office | Kind | |
|---|---|---|---|
| EP1600874A2 | European Patent Office (EPO) | A2 | |
| US2005267824A1 | United States of America | A1 | |
| JP2005339553A | Japan | A | |
| US2006041456A1 | United States of America | A1 | |
| EP1600874A3 | European Patent Office (EPO) | A3 | |
| US7689490B2 | United States of America | B2 | |
| JP2010123143A | Japan | A | |
| JP2010123144A | Japan | A | |
| US7734517B2 | United States of America | B2 | |
| US2010145757A1 | United States of America | A1 | |
| JP4498979B2 | Japan | B2 | |
| US8209253B2 | United States of America | B2 | |
| US2012265571A1 | United States of America | A1 | |
| JP5100769B2This record | Japan | B2 | |
| JP5137985B2 | Japan | B2 |
28 legal events, as the office reported them to INPADOC
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|---|---|---|
| Cancellation because of completion of termEXPY | EXPY | |
| Receipt of annual feesJAPANESE INTERMEDIATE CODE: R250R250 | R250 | |
| Receipt of annual feesJAPANESE INTERMEDIATE CODE: R250R250 | R250 | |
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Numbers
- Publication
- 5100769
- Publication, DOCDB
- 5100769
- Publication, EPODOC
- JP5100769B
- Application
- 36844
- Application, DOCDB
- 2010036844
- Application, EPODOC
- JP20100036844
Titles2
- Japanese
- 証券調査部門の顧客にサービスするための該部門のコストを判断するため、および他の目的のためのコンピュータ・ベースのシステム
- English
- A computer-based system for determining the cost of servicing a securities research department's customers and for other purposes.
Classification
- CPC, 1
- G06Q40/02
- IPC, 3
- G06Q50 10
- G06Q40 04
- G06Q40 00
