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11/09/2022

10) Governments have a central role in creating a healthy food environment that enables people to adopt and maintain healthy dietary practices. Effective actions by policy-makers to create a healthy food environment include the following

10/09/2022

9) Diet evolves over time, being influenced by many social and economic factors that interact in a complex manner to shape individual dietary patterns. These factors include income, food prices (which will affect the availability and affordability of healthy foods), individual preferences and beliefs, cultural traditions, and geographical and environmental aspects (including climate change). Therefore, promoting a healthy food environment – including food systems that promote a diversified, balanced and healthy diet – requires the involvement of multiple sectors and stakeholders, including government, and the public and private sectors.

09/09/2022

13) In 2013, the Health Assembly agreed to nine global voluntary targets for the prevention and control of NCDs. These targets include a halt to the rise in diabetes and obesity, and a 30% relative reduction in the intake of salt by 2025. The “Global Action Plan for the Prevention and Control of Noncommunicable Diseases 2013–2020” (10) provides guidance and policy options for Member States, WHO and other United Nations agencies to achieve the targets

08/09/2022

12) In 2012, the Health Assembly adopted a “Comprehensive Implementation Plan on Maternal, Infant and Young Child Nutrition” and six global nutrition targets to be achieved by 2025, including the reduction of stunting, wasting and overweight in children, the improvement of breastfeeding, and the reduction of anaemia and low birthweight

07/09/2022

11) The “WHO Global Strategy on Diet, Physical Activity and Health” (14) was adopted in 2004 by the Health Assembly. The strategy called on governments, WHO, international partners, the private sector and civil society to take action at global, regional and local levels to support healthy diets and physical activity.

02/09/2022

12) Coupling these changes with fine-tuned propensity models and event triggers increased pilot product sales by nearly 25 percent while maintaining high customer satisfaction.
13) As countries emerge from lockdown, banks can learn from pre-COVID-19 leaders on how to bring these heightened call volumes below precrisis levels and transform the channel for the future.

01/09/2022

11) They expanded from three subsegments to 13, and for each group deployed test-and-learn techniques to tailor communications to individual customers (e.g., changing the subject text of the email, adopting a more colloquial tone, factoring in time of day) and built a multichannel contact

31/08/2022

10) Leaders also invested in advanced analytics to enhance personalization. As part of a digital agile sales program, a large European bank microsegmented customers, using a mix of CRM data (e.g., socio-demographics, client and product tenure) and digital behavior (e.g., usage of tools and calculators, intensity of digital interactions).

30/08/2022

9) A large North American bank set up a digital “factory” that brought together hundreds of staff to build new, best-in-class digital experiences and products, which enabled the bank to rapidly digitize multiple priority customer journeys.

29/08/2022

7) To thrive in the next normal, banks not only need to meet customer preference for higher digital engagement but also must learn from precrisis leaders on how to meet more and higher-value needs via digital. While in many markets the crisis caused a significant drop in monthly unit sales across all channels, it also accelerated the sales mix redistribution as channels recovered at varying speeds

28/08/2022

6) Biometric authentication, quick balance checks, and easy transfers are increasingly table stakes for banking apps. However, leaders take a customer-centric mindset to developing new features that will capture the attention of customers and be adopted rapidly. For example, in the United States, banks with remote check-deposit capability had about 40 percent of checks deposited via their apps in 2019

27/08/2022

5) More importantly, high mobile usage enabled top performers to grow total customer touch five times faster than slow adopters and to generate over a third of all their digital sales via the mobile app.3 These differences in performance are driven by several factors: advanced app features, superior user experience, and innovative capabilities to proactively engage users.

25/08/2022

4) To capitalize on this demand, banks can learn from precrisis leaders that achieved significant growth in digital activity. They accomplished this by riding the meteoric rise in banking apps over the past five years that made mobile the go-to channel for many customers. Leading banks had 54 percent of customers active on mobile, compared with 24 percent for slower adopters

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