American Express wanted to maintain their competitive position in the marketplace in respect to an EMV contactless card. Consulting Smart was selected to provide thought leadership in the development of a rollout strategy and then to Programme Manage the development of capability and deployment to UK consumers.
Visa wanted to create a multi-tiered mobile loyalty offering to member banks. They intended to source offers from a wide variety of retailers, which would be made available to all Visa cardholders at participating banks. In addition, Visa planned to broker unique offers for cardholders on behalf of individual member banks.
University of Birmingham
The University of Birmingham recognized that there was confusion amongst students and staff. This was because as a total of 23 plastic cards were required to travel through the campus and to receive services. The University wanted to reduce administration, to cut costs and to improve the staff and student experience and asked us to help find a solution for them.
To assisted a national Transport Group in preparing a bid for a Train Operating Companies (TOC’s) franchise, that required smartcards to be used throughout the franchise. Our client was one of four TOC’s that were invited to tender for the South West of England franchise. As part of the full service solution our client included e-ticketing for travel and for parking, smartcards were the chosen token as the e-ticketing delivery mechanism.
When the supplier of electronic access control to a San Jose community swimming pool in Spain went into liquidation, it became impossible for the community to replace faulty electronic key fobs or to issue new ones. Over time the number of faulty key fobs increased, and eventually the pool had to be left open. This created an opportunity for people who paid nothing toward pool maintenance to use it, together with thieves and vandals. Consulting Smart was asked to resolve the issue in the most cost effective manner possible.
Cambridgeshire County Council
Cambridgeshire County Council ran a number of smart card schemes. Each one had its own card, issuing process and office, which caused residents a lot of confusion and frustration. This situation impacted customer service levels and was also very expensive to run and manage.The Council wanted to launch to launch a multi-application Citizen Card that would give users access to local transport, leisure centres, libraries and school meals.
London Borough of Hillingdon
The Council took the decision to use smartcard technology as a channel for delivering some council services direct to the citizen, as part of a wider modernisation programme. We were tasked producing a business case for first stage investment approval by Cabinet. As a proof of concept it was decided that Staff ID and Access would be the first phase. The initial scope was to issue cards to 4000 personnel for ID and access to the Civic Centre.
London Borough of Waltham
The Council had been managing cash collection using a series of books at 9 cash offices. Individual residents might have more than one book, i.e., if they rented both a house and a garage. Citizens would often bring in the wrong book to make a payment, meaning that the Council had to turn them away. In addition, cash could only be collected in one location, making the system inflexible for residents. The objective was to create a single Cash Collection card, which would streamline administration, reduce costs and improve the customer experience. The Council also wanted to introduce a Staff ID and Access card to ensure building security.
Office of the Deputy Prime Minister
Many public sector organisations in the UK were considering the implementation of smartcards. The Office of the Deputy Prime Minister was tasked with developing a standardised tool kit that would ensure that all public sector issued smartcards were interoperable. As a senior member of the ODPM Interoperability Working Group, the MD of Consulting Smart was asked to develop a vital part of the toolkit - a set of technical standards.
London Borough of Greenwich
Greenwich Council had an existing Citizen’s Card scheme in place, but was finding it too expensive to run. This was due to both individual transaction costs and the cost of checking transaction accuracy. The existing scheme also lacked flexibility, because 2 separate cards had to be issued for rent and council tax, although in most instances only one resident was responsible for making both payments. Card issue cost represented a huge overhead at £16 per person per year. The goal was to identify a more flexible and cost efficient solution, which would improve service to the public and reduce running costs.
Consulting Smart was appointed by a major payment network, to provide Management Consultancy and Programme Management for the first steps towards commercialisation of a Digital Wallet. This was to be the first Network Digital Wallet the client had ever deployed. In addition to monetising the wallet, our client sought to optimise market share and to increase loyalty.
University of Brighton
The University of Brighton needed to consolidate number of tokens and cards issued to students for access to buildings, and services provided by third party suppliers, such as caterers. The Technical Services Manager recognised that the University didn’t have the in-house knowledge or expertise to design, build and implement a multi-application smartcard scheme that would meet student requirements.
University of the Arts London
The University of the Arts, London, made a commitment to students to modernise the way in which services were delivered. Improving security across all campus buildings was a priority and they also wanted to be able to track and manage assets. Although the University wanted to use pre-payments, they weren’t sure about what other services could be provided.
Coventry City FC
Coventry City Football Club had a unique challenge with generating revenue from a supporter card and season ticket. They were tenants of the Ricoh Arena, the caterers were contracted by the Arena and had no direct relationship financial or otherwise with the club and the incumbent card and cashless system provider controlled the relationship with the customer for the cashless element of the card. The profits from Cashless catering were split three ways Arena / Caterer / Cashless Service Provider. The only area for revenue generation was in club merchandise, which due to the financial data processing going via the Cashless Service provider was less than ideal, and ticket sales.
Brighton & Hove Albion FC
Brighton & Hove Albion Football Club were building a new stadium and were seeking a state of the art multi application supporter card solution that was not only designed to deliver against the clubs growing ambition for the new stadium but could also be trialed in the existing stadium which was a temporarily converted athletics track. At this stage the club was simply looking for consultancy and advice on scheme designs and options for development of the scheme to be interoperable with new and emerging technologies and include value adding applications.