ICME Insights B2B Transformation Program

Transcription

Business Transformation Program
Telecom operators are conducting B2B transformation program in
order to reconnect with B2B customers and boost their revenues …
…what about you ?
ICME Insights
Strictly restricted and confidential
B2B Market definition
The B2B market is composed of various “niches” segments made of clients with different
characteristics
There are various type of B2B segmentation : by company size (number of employee, revenues, …), by
industry, by usage and common buying factor, by geography, …
Illustration: example of a standard segmentation by size
PRO
SEGMENT
Size
Main characteristic
SoHo: Small office Home Office
SoLo
1 employee
Individuals who are self-employed (privately owned).
Often mixed with Mass market.
VSE: Very Small Entities
<25 employees1
Growing source of revenue for operators
SME: Small & Medium Enterprise
SMB: Small and Medium Business
<250 employees2
Predominant in emerging markets.
Corporate/ Large Accounts
> 250 employees
Rational and long term buyers
Public (Army, government,
education, health, …)
No size limit
High purchase volume
Complex & sophisticated products and services
There are numerous way of segmenting B2B customers which have very different characteristics.
2
ICME_Insights_B2B Transformation Program_2015
1
ISO/IEC 29110 definition / 2 European Commission SME definition
LEGEND
B2B Customers expectations
Even if B2B customers have common generic expectations…
… each B2B customers segment give them different level of importance
LOW IMPORTANCE
HIGH IMPORTANCE
TRUST & SECURITY
CONVENIENCE & IMMEDICACY
Customers expect to:
- have immediate access to services
- benefit of a services customization and
flexibility
- receive purchase promptly and at location
- high coverage and no service disruption
PRO (Baker)
PUBLIC (Health)
Customer expect their company data security, privacy and
limited intrusiveness.
PRO (Baker)
PRO (Lawyer)
PUBLIC (Military)
PROXIMITY
Customer expect a closed professional
relationship with Key Account Managers and a
prompt customer handling
PRO
SME
LOYALTY TREATMENT
INFORMATION & COMPARISON
Customers expect to have transparent access
to:
- clear product & services information
- other customers reviews
- prices / margin comparison with
competitors
PRO
SME
CORP.
PUBLIC
customer expect access to VIPlike services
PRO
LARGE ACCOUNT
MOBILITY
Customer expect to benefit of enhanced services on
mobility (i.e. fleet management, mobility applications)
PRO (Baker)
PRO (Business developer)
Telecom operators have to adapt to very heterogeneous expectations per segment
3
B2B Trends
The B2B market represents a growing part of the global value of the telecoms market.
Trends name
1
M2M
(Machine To Machine)
2
CONVERGENCE OF BUSINESS
AND CONSUMER MARKETS
3
4
CLOUD COMPUTING
(SaaS1, PaaS2, IaaS3)
INTERNET-BASED
COMMUNICATION
Trends description
 Increasing number of M2M applications : vehicle tracking for logistic, smart metering, …
 More and more people have a unique handset for pro and personal usages
 BYO (Bring Your Own) computer trends
 Cloud computing is gaining increasing relevance and acceptance for SMEs (email backup,
disaster recovery, security)
 Progressive migration to VoIP (and possible risk of cannibalizing traditional revenues)
 Telecom services setup will depend less on wiring and more on programming
5
MULTI-DEVICE
6
APPLICATIONS REVOLUTION
 Seamless access services on multi-devices (PC, smartphone, tablets)
 Growing trend for small application on click-to-buy app store
 Telecom Operators dedicated app store
B2B market is a growing, high-margin market sometimes less competitive than the B2C market and often
insufficiently addressed by operators, especially in the Middle East.
4
1. SaaS : Software As A Service offers finished application to customers
2. PaaS : Platform As A Service provides software integration & application development
3. IaaS : Infrastructure As A Service : infra management, data storage, computing power
B2B market challenges
Telecom Operators are usually facing B2B specific challenges
B2B challenges
B2B Challenges Description
How to segment the B2B
market?
 Two SMEs of the same size may differ greatly in
‒ ticket size (total payments made to a telco) depending on type of business, corporate structure, …
‒ cost to serve depending on location, number of sites, and product complexity
How to choose the Right
Sales Channels?
 Which Direct Channels approach? : Limited interaction (a call center or Web site) Versus High Interaction with
Customers (a full-scale sales team and service staff) ?
 Which Indirect Channels approach?: Equal Versus Preferential Treatment of Partner Sales Companies?
‒ Partner companies & telco's own sales force targeting the same customers
‒ Partner companies recommending rival telcos when advising customers
‒ Partner companies pursue one-off sales rather than generating recurring revenues.
How to offer the Right
Products?
 Inadequacies of the Product Portfolio / Bundles that are too narrowly defined
 Discouragingly high price for SMEs
 Product offerings affecting a telco's indirect channels
How to organize to better
serve SMEs?
 Where do SMEs fit in? Corporate? Mass retail ?
 Establishing a separate organizational unit to serve SMEs ?
How to improve customer
satisfaction?
 Failings of the Sales Force (not performance / revenues oriented)
 Insufficient feedback from the market (in analyzing lost sales and lost customers
 Using overly complex contracts or procedures that were inherited from the corporate-sector unit and are
better suited to large corporate customers
 Slow operational decision making
To better answer to these challenges and customers' expectations, telecom operators shall explore the initiative of
a B2B Transformation Program
5
ICME methodology
Based on its experience, ICME has developed a comprehensive end-to-end methodology in order to
develop and implement a B2B transformation plan
B2B Transformation program is based on 7 areas of performance:
– 5 areas are related to Sales Performance,
– 1 area is related to Customer Experience
– 1 are is related to products & services
SALES
PERFORMANCE
1. Market
analysis
X
• Segmentation
• Customer &
prospects database
• Market analysis
tools
2. Sales
Coverage
Modelling
• Organization &
sizing
• Channels
• Sales Models
X
3. B2B sales
enablers
• Strategy &
objectives
• Commission plan
• Tools & processes
4. Competencies
X
X
management
• Training & coaching
(salesmen &
managers)
5. Sales
Performance
management
• Sales Performance
Management
System
• CRM
• Pipeline
management
7. B2B Customer
experience
6. B2B products &
services
• Customer Experience
strategy & governance
• Customer journey
• B2B segment strategy
• Products portfolio &
roadmap
6
ICME approach
We use a pragmatic and focused approach built in 4 steps to develop a “B2B transformation plan”.
This approach is designed to communicate a set of recommendations based on an audit, to be
deployed in actions plans and monitored during the implementation phase.
1
4 STEPS




ACTIONS


2

DELIVERABLES

4
STEP 1
STEP 2
STEP 3 Recommendations
STEP 4
Preparation
AS IS Analysis
& actions plan
Project implementation
Present ICME methodology and
tools
Collect documentation
 Organization charts and
Headcounts
 Customer segmentation
 Products descriptions
 …
Understand B2B context
Identify key stakeholders
Plan and organize meetings
and interviews
Prepare an interview guide and
questionnaire (~20 to 30
questions on sales, customer
experience and products)





MAIN
3
Interview Questionnaire
Stakeholder Contact list
7


Interview different actors on 7
following topics:
1. Market analysis
2. Sales Coverage Modelling
3. B2B sales enablers
4. Competencies mngt.
5. Performance mngt.
6. B2B products & services
7. Customer experience
Analyze collected documents
and data
Analyze market (competitors as
well as other actors) and
international trends
Compare AS IS assessment with
our experience and Best
practices
Build a gap analysis and SWOT
(Strengths, Weaknesses,
Opportunities, Threats)

SWOT analysis
Questionnaire results (radar chart
and scorecard)











Identify macro initiatives and
detail them per actions
Structure Transformation
Program
Identify actions owner
Identify actions dependencies
with each other's and with
others Department (IT,
Marketing, …)
Flag initiatives requiring
budgets
Build planning and roadmap
Revamp corporate sales set of
metrics and KPIs for sizing
Define corporate sales tool-box
and referential
Validate recommendations and
roadmaps with Top
Management

Recommendations list
Action plan & Roadmap
Quick wins








Launch quick wins
Install project management
(project charter, risk register,
…)
Coach key initiatives owners
Develop change strategy
(identify resistance, …)
Monitor progress &
achievements
Take directly in charge some
initiatives (if necessary)
Projects charter
Risk register
Program dashboard
1
ICME approach
Step 1: Preparation
2
Preparation
3
AS IS
4
Roadmap
Implement
ation
ICME will adjust its performance assessment tool, based on the operator market context and
requirements
Adjustment of ICME methodology (Interview guide + questionnaire+ tools)
1. Market
analysis
AREA OF ANALYSIS
1.A
1.B
2.A
2. Sales Coverage Modelling
2.B
3.A
3.B
3. B2B sales enablers
3.C
3.D
3.E
4.A
4. Competencies mngt.
4.B
5.A
5. Performance mngt.
5.B
5.C
6.A
6.B
6. B2B products & services
6.C
6.D
7.A
7.B
7. Customer experience 7.C
7.D
7.E
1. Market analysis
2. Sales Coverage
Modelling
TYPE OF QUESTIONS
Corporate market knowledge
Customers Knowledge management
Customers and prospects coverage
Strategic account planning
Strategy
Objectives & compensation plan
Sales methodology
Sales process & tools
Continuous improvement
Sales people Skills
Managers vision and skills
Sales activity management
Sales Performance Management System
Pipeline management
Marketing segmented strategy
Customer expectation
Products alignement with Customer needs
Offers roadmap
Customer Experience vision/strategy
Customer oriented culture
Customer experience good practices
Voice of Customer metrics
Consistent multi-channel experience
8
B2B Transformation program_Draft
3. B2B sales
enablers
4. Competencies
management
5. Sales
Performance
management
6. B2B products &
services
7. Customer
experience
QUESTIONS
SCORE
Do we have access to enought information to value corporate customers and segment customer base?
H
Do we use a common tool to collect and maintain customer information?
M
Is customer visit frequency enought and adapated to customer value?
L
Is there an account planning exercice developed by Account managers?
H
Is there a clear Corporate Sales strategy shared with all stakeholders?
L
Is B2B Sales strategy declined in S.M.A.R.T (Specific, Measurable, Ambitious, Realistic and Time-bound) objectives and compensation plan ?
M
Is there a structured sales methodology applied by account managers (spin, value-selling, …)?
M
Are sales tools & processes efficient enought and supporting business activities?
H
Are business priorities continuously cascaded into action plan and reporting regularly followed?
L
Does sales people have the right skills or would require appropriate training?
H
Are Managers more leader or supervisor? Is there any training program for managers dedicated on soft skills?
H
Are sales activities monitored and challenged at the account manager level on an on-going basis?
M
Is there a CRM tool including potential detection, activity monitoring, pipeline review and business cycle ?
L
Is the pipeline considered as a sales management tool? Is it monitored and challenged ?
H
Is there a shared Marketing strategy defining 2-3 years ambition and KPIs per customer segment?
L
Do you have a good knowledge of current and future customer expectations, needs and behaviour? Is this knowledge continuously updated (customer feedbacks, …)?
M
Have you performed a gap analysis to check alignement between customer expectations and our offers/products
L
Have you built an approved and budgeted roadmap of offers/services to be launched in the next 2-3 years in order to drive growth and differentiation ?
H
Has a B2B Customer Experience vision/strategy been defined?
L
Is there a customer oriented culture in the business? Are Corporate sales team involved in Customer Experience management?
L
Are customer experience best practices implemented and shared with B2B teams? Is there evidence of continuous improvement in B2B Sales Unit.
H
Are there some B2B Voice of Customer (Net Promoter Score, …) measurement? Is it shared with B2B teams and used to improved B2B customer experience?
H
Is there consistency between B2B channels? Is cross-channel experience part of customer journey?
M
1
ICME approach
Step 2: AS IS Analysis
2
Preparation
3
AS IS
4
Roadmap
ICME wills summarize the B2B performance and the maturity level of the operator
Radar chart based on questionnaire
SWOT and Gap Analysis
Strengths
Opportunities
9
Weakness
Threats
Generic key findings and diagnosis

Lack of clear vision and strategy

Weak segmentation of offers

High employees attrition rate that not permit to build a long
term relationship and to develop salesmen skills

Lack of capitalization on customer information that oblige to
restart from zero with customers

Too much dependencies of 1 or 2 key customer (which
represent most of revenues)

Heavy processes and lack of agility

Salesmen too busy with non sales and administrative tasks

Lack of alignment between B2B sales & customer service
organization

Lack of salesmen motivation

Unclear role & responsibilities of stakeholders

Need for simplification of Top management dashboards

….
Implement
ation
ICME approach
Step 3: Recommendations & actions plan
1
Preparation
2
3
AS IS
4
Roadmap
Implement
ation
ICME will develop an action plan and roadmap based on as is analysis and will identify "quick wins"
(concrete short term results oriented actions)
A first list of recommendations based on AS IS analysis
will be ranked on an impact/readiness matrix
Reco. 9
Reco. 8
Reco. 7
MEDIUM
Reco. 6
Reco. 1
Reco. 5
Reco. 4
Reco. 2
Reco. 3
Reco. 1
QUICK WINS
LOW
READINESS / WORKLOAD
HIGH
Reco. 10
LOW
MEDIUM
HIGH
IMPACT (CUSTOMER SATISFACTION, REVENUES)
10
Recommendations are structured and break down into action
plan and roadmap
1
ICME approach
Step 4: Project implementation
Preparation
2
3
AS IS
4
Roadmap
Implement
ation
A B2B Sales transformation program is a long journey requiring vision, consistency, steadiness and
transverse cooperation. Its implementation phase (step 4) should not be neglected.
Implementation phase objectives
1.
Launch the actions plan
Implementation action



2.
Facilitate managerial dynamic




3.
Deliver Quick wins & key
initiatives
11


Develop change strategy (identify resistance, …)
Install program management and develop projects management
main documentation(project charter for each initiative, Risk
register, stakeholder log, Business cases…)
Coach PMO or endorse PMO role (according to context)
Develop program dashboard for top management
Follow-up planning, priorities and critical path of the program
Monitor progress & achievements
Ensure cooperation of all stakeholders and commitment of Top
management
Coach key initiatives and quick wins owners
Take directly in charge some initiatives (if necessary), for example:
performance management system implementation
ICME Key Success Factors
ICME approach is also designed to meet heavy stakes and to mitigate the risks and roadblocks of
such B2B transformation projects
11.
The project should be focused (“choosing its battles”) and prioritize the functions/activities and type of
customers with the larger improvement potential (High value customers, large account, …)
22.
The project planning should be adjusted to priorities and business constraints, while embarking the whole
company
33.
The project should bring neutrality and objectivity in very sensitive matters, through external benchmarks and
insights
44.
The project should be result-driven, delivering short-term actions (quick wins) to address urgencies as well as
long-term actions
55.
The project should promote ownership and empowerment of the management, in order to foster and ensure
full implementation of the recommendations till the end
6
6.
The project should be pragmatic by taking into consideration the local context, not to dilute energy and time
into “unrealistic strategies”
77.
Encourage teams for change and incite a management culture, and stakeholders willingness to accept change
88.
Exploit learnings, transfer know-how, and provide a comprehensive set of tools to empower teams and
stakeholders
12
ICME Success Stories
ICME experience is enriched by numerous success stories and benchmarks with similar telecom
operators
Illustration: Assessment and improvement plan implementation for the Distribution Department (B2B)
Client’s context
 Semi annual results well below budget, making annual target nearunreachable
 Identified causes include an underperforming distribution network, with little
to no street level knowledge or animations
Distribution network improvement
plan for rural areas
Project objectives
 Set up a distribution department able to ensure product availability,
adequate commissioning plan and a first level of service
ICME added value
 Design of a global, documented distribution strategy
 In depth work to improve relations with dealers
 Setup of new alternative distribution channels (mobile carts, gas stations)
 Revamping of the distribution reporting
 Set up of special plan for upcoming events
 Design of an E-voucher generalization plan
 Strengthening of terrain presence
 PoS creation (+ 20%)
 Corporate commercial teams coaching and re-tooling
Results : annual budget targets 95% reached
 Strong improvement of operational performance in the second half of the
year
 + 22,5% growth of total revenues
 Distribution network re-worked and a strong support to sales
13
Dealers remuneration plan overhaul
operators
Illustration: B2B Convergent offer product marketing design and development
Client’s context
 Set up of a project team for the launch of a B2B convergent offer
Project objectives
 Collect data, understand and put together the Business Units (BUs) and Country
needs
 Design the marketing TTM (Time-to-Market) application package
 Design and organize marketing tests (proof of concept)
 Follow up the design and implementation of the technical platform
Le processus Time (TTM) process
Time-To-Market
Time-To-Go
J0
Preopportunity
review
J1
Opportunity
go / no go
Opportunity
study
Design
Review Review
design develop
ment
Development
Program
Delivery
Project Name
J -1
Leader
XX
Member1
YYY
Member2
ZZ
Countries integration
Country
Product
status
Product
Status
L
08/01/07
J4
Review
market
launch
After
sales
review
Deployment Market
launch
J0
15/03/07
J1
16/05/07
Key period
achievements
n
n
J3 date
BU 1
BU 2
KeyMilestones duedate & status
Key
Due
Status Comment
Milestones Date
n
Key issues
Proposed actions
n
n
n
n
n
n
Next period key steps
n
n
J3
Review
n
14
J2
Tracking sheet were implemented on each
step of the TTH process, to improve
monitoring
J0
Results : validation of the opportunity studies
 Functional specifications book, TTM application package draft
 Proof of concept (services, technical, customer journey)
 TTM deliverables
In life management
Time-To-Market
J-1
Team
ICME added value
 Identification, collection and synthesis of BUs and country needs
 Design of the functional specs and cooperation with major BUs to qualify, harmonize,
prioritize and validate the needs
 Definition of the general Customer journey
 Functional specification of the drafts, draft realization follow-up, User Tests planning
and validation
 Country Business Plan and Business Model design
 Feasibility study, together with R&D and INTPS teams, for both functional and
technical architecture
 Product roadmap management and update
 Definition of the expected service levels (SLA)
 Preparation of the deliverables in order to pass the TTM milestones
The TTM process was applied in order to
improve the convergent offer launch model
J2
23/07/07
operators
Illustration: “B2B Customer Service” Customer Journey improvement
Customer satisfaction studies have
shown clear un-satisfaction thresholds
Client’s context
 Strong increase in complex offers sales (Fixed / Broadband / Mobile) on the B2B
segment
 Very low client satisfaction levels (9 points below B2C levels)
According
it’s not doit
acceptable
for
Selon DQSC,to
le DQSC,
délai de traitement
être inférieur
à 3a
jours pour être
pour
les clients
customer
to acceptable
treat their
demand
in more than 3
days
25%
35%
résolution immédiate
90%
moins de 3 jours
80%
moins d'1 semaine
70%
60%
plus d'1 semaine
37%
22%
20%
10%
0%
Open Pro
Opitml / Opo
17%
10%
5%
4%
résolution
immédiate
moins de 3
jours
moins d' 1
semaine
plus d' 1
semaine
Satisfaction globale
6%
4%
20%
14%
moins de 3 jours
40%
moins d'1 semaine
moins d'1 semaine
16%
non totalement résolu au
bout de 3 semaines
20%
plus d'1 semaine
bout de 3 semaines
12%
14%
non
totalement
résolu au
bout de 3
semaines
moins de 3 jours
De votre point de vue, quel
délai s’est écoulé entre votre
1er contact au Service AprèsVente d’Orange et le
traitement de votre
demande ?
8
Appropriate action plans were
undertaken in order to avoid crossing
those thresholds
We have identify 7 improvement actions in
Par conséquent, nous avons identifié 7 axes d’amélioration visant à
améliorer to
le délai
de rétablissement
d’un Client Pro
order
reduce
the re-establishment
duration
J ’appelle le 3901
Ou n° vert CASS
6 – Améliorer le
traitement du
Client Pro qui
rappelle le 3901
(réactif)
1- Préciser et piloter le délai maximum de
rétablissement accepté par le Client
Mon problème
est traité
Cas n°1 : Mon problème est traité par les équipes du plateau
75-80% des signalisations Pro
7 –Transférer
le Client Pro
sur un autre
plateau UAT
lors d’une
erreur de
routage 3901
Cas n°2 : On me rappelle pour un diagnostic complémentaire
5 à 10 % des signalisations Pro
Conseillers plateau UAT
3- Réduire le délai
de traitement des
signalisations Pro
N2
EPAC Metz
Cas n°3 : On m’envoie un technicien pour intervention
15 à 20% des signalisations Pro
UI
5 – Maîtriser le traitement de la signalisation Pro de bout-en
bout (proactif)
15
2- Développer le
« once and done »
15
36%
30%
54%plus d'1 semaine
Results : action plan (26 actions) and recommendations validated at every level
 14 « quick wins » to be implemented within 3 months
 12 mid/long term action to analyze in depth and to implement within 12 months
76%
62%
40%
9%
ICME added value
 « Voice of the Client » analysis (B2B customers expectations)
 Critical Client Expectations (CCE) definition
 Identification of improvement areas for each offer :
• Assessment and management of the maximum service recovery time that the client
accepts
• Development of the « once and done »
• Processing times reduction for B2B Customers level 2 signalizations
• Calling B2B Customer treatment improvement (reactive)
 Action plan recommendation for each improvement area
 Assessment and analysis of each action : stakes, priority level, sponsor, points of
vigilance…
 « Quick wins » structuring and planning
 Mid and Long-term actions structuring and planning
insatisfaction
59%
50%
bout de 3 semaines
18%
12%
Project objectives
 Deliver an action plan in order to optimize the « Customer Service » journey,
stressing « quick wins »
excellence
Améliorer la satisfaction des Clients Pro en matière de SAV – DOCUMENT DE TRAVAIL - CONFIDENTIEL Excellence by Experience
confidentiel
4 - Renforcer la
maîtrise des délais
de traitement des
signalisations Pro
par les UI
operators
Illustration: “B2B Order-Delivery” Customer Journey improvement
Client’s context
 Strong increase in complex offers sales (Fixed / Broadband / Mobile) on the B2B segment
 Very low client satisfaction levels
Improving the customer journey is done by
identifying the main un-satisfaction
motives…
Les sondages Clients par offre
(DQSC) mettent en avant 3 motifs d’insatisfaction
clients majeurs : suivi de commande, information à la souscription et délai de
mise en service
Exemples : Orange Open Pro et OPO / OPIT ML
Project objectives
 Deliver an action plan in order to optimize the « Order-Delivery » chain, stressing « quick
wins »
Orange Open Pro
69%
70%
excellence
64%
60%
16
40%
33%
29% 29%
14%
7%
20%
7%
20%
20%18%
15%
10%
12%
10%
5%
ct
io
n
d é gl o
la b a
i d le
so e M
e
su us
ivi c ri S
p
Ad
In c om tio
n
éq te
ua rve man
tio nti
de
Fo
o
n
nc of n M
tio fre
eS
nn / at
em t e
n
en te
to
ffr
e
2
la
fa
3
à
tis
sa
1
in
fo
ct
io
n
g
d é l ob
la
al
la i d e e
so
M
eS
su us
ivi c ri
c o pt i
Ad
In
m on
éq ter
m
a
ua ve
tio nti nde
o
Fo
n
nc of n M
e
tio fre
nn / at S
em t en
en te
to
ffr
e
à
fa
26%
18%
12%
0%
in
fo
tis
37%
34%
30%
20%
19%
14%
12%
0%
sa
insatisfaction
40%
10%
2
excellence
50%
20%
3
62%
60%
54%
30%
Results : action plan and recommendations validated at every level
 Identification of 36 quick wins, in order to rapidly and significantly improve client
satisfaction regarding order follow up, information and activation times
 5 mid/ long-term actions
70%
insatisfaction
51%
50%
40%
ICME added value
 Low satisfaction root causes analysis (especially regarding orders and delivery by offer :
order follow-up, subscription information levels, and activation period)
 Identification of improvement areas for each offer :
• Sales functions efficiency improvement
• Order qualification improvement
• Implementation of follow-up calls to inform the client of his order status
• Real-time answer to order follow-up questions by the client
• PABX installation time reduction
• Installation management improvement
• Operational processes improvement
 Order-delivery chain improvement recommendation for each B2B Offer
 Assessment and analysis of each action: stakes, priority level, sponsor, alert monitoring…
 « Quick wins » structuring and planning
 Mid and Long-term actions structuring and planning
OPO / OPIT ML
1
Source : Collecte et analyse des résultats du sondage commande livraison pro / PME
du 15 octobre 2010 (DQSC). Réponses cumulées depuis mars 2010
1
Optimisation du traitement de la chaîne commande / livraison
Excellence by Experience
confidentiel
…and the implementation of corrective
actions, each of those being treated as a
sub-project
QUICK WIN
à tester avant fin
04.2011
C - Contacter le client pour l’informer
du suivi de sa commande (2/3)
Action à généraliser
Action en cours
Action à lancer
Action en suspens
Actions d’amélioration
IP 10 : Faire un mapping des outils à disposition des conseillers
QWS
client pour le suivi commande : Pilpro, eRDV, suivi de commande,
Parsifal (consultation / modification)
IP 11 : Mettre à disposition Pilpro à l’ensemble des acteurs de la
chaîne commande / livraison
OPO 4 : Contacter systématiquement le client pour l’informer de
l’avancement de sa commande OPO / OPIT ML.
Ex. OPO :
- Le RAI OPO contacte le client et lui propose en RDV
- Le RAI OPO recontacte le client 10 jours avant l’installation
Périmètre
Porteurs
Validation
Toutes offres
AG Pro/
ADCP
OK
A lancer
Toutes offres
UI
MF Musikas
(DTF / DI)
OK
Suivi de commande :
fev 2011
GTC : ok
PABL : non ok
OK
En cours pour
OPIT ML IP
(date butoir :
fin mars)
OPO/
OPIT ML IP
UI
E.Dalmau
Statut
PABX 2 : Appeler le Client à J+3 après saisie de la commande du
matériel dans Clarify pour lui communiquer une date
prévisionnelle de livraison (*)
PABX
OK
En cours
(Expé.IDF
jusqu’à fin 01)
PABX 3 : Appeler le Client à J+10 après saisie de la commande
du matériel dans Clarify pour préciser la date de livraison (*)
PABX
OK
En cours
(Expé.IDF
jusqu’à fin 01)
PABX 4 : Appeler le Client à J-2 de l’installation pour confirmer la
date de livraison (*)
PABX
OK
En cours
(Expé.IDF
jusqu’à fin 01)
(*) 1 heure pour les 3 appels; 1000 PABX Pro vendus / mois  charge estimée à 9 ETP
Attente sondages DQSC PABX pour mesurer les bénéfices en matière de satisfaction Client
1
Optimisation du traitement de la chaîne commande / livraison
confidentiel
Excellence by Experience
operators
Illustration: Design and optimization of “B2B Order-Delivery” processes
Client’s context
 The growing complexity of new Fixed / Mobile / Broadband (OPIT ML, Optimale Pro
Office..) and number of impacted activities (marketing, sales, customer relationship,
customer service) implies a structuring and a formalization of processes, especially the
order-delivery chain for every new offer (in the scope of the TTM offer launch
approach)
Illustration : focus on a formalized process
Project objectives
 Design the Order-Delivery process for each new B2B offer launch
 Improve the Order-Delivery for existing B2B offers
 Take part in « Feasibility meetings » and « Impact meetings » as « Process expert »
 Design / Improve operating models
ICME added value
 Feasibility study for the new Order-Delivery process
 Impact study for the new Order-Delivery process, including every type of situation
(migration, contract termination, moving) and the processing of broken orders…
 Expression of IT needs : possible developments (IT levels, robots…) and/or offer
catalogue evolution in the IT environment
 Migration board for the Catalogue project management needs and for the forecasted
QPM tests transversal functional tests)
Results : validated deliverables for each TTM milestone
 T0 : feasibility study for the new Order-Delivery process
 T1 : impact study for the new Order-Delivery process
 T2/T3 : process impact study add-ons
 Identification and sharing of the « Key lessons learnt » with main project participants
17
Illustration : Purchase-Delivery macroprocess
operators
Illustration : Project Management Assistance & Corporate Offer Orders Automation
Client’s context
 In 2012, 90% of orders captured by the Front-office generate an other capture by the Backoffice in the form of Work Order (W.O.)  Corporate offer orders need to be automated
ICME has formalized Corporate offer
acquisition target process
Project objectives
 Collect and label users needs; prioritization and integration in the IS roadmaps
 Mobilize operational teams as projects stakeholders : from the expression of needs to the use
assessment (with compliance checking among top priorities)
 Project management
ICME added value
 Users involvement in the IS evolutions :
 Functional activities knowledge
 Working group animation and moderation (users , local correspondent)
 Needs collection and labeling by functional job
 Functional teams’ needs expression with IS project management teams :
 Functional teams’ needs formalization (users, process expert, offers launch team)
 Prioritization and recognition in the IS roadmap
 Mobilization of the “Pro Agency” various services according to IS works:
 Recognition of the process impact on the IS
 Contribution to quantify profits (ROI, qualitative, quantitative)
 Contribution to the “Job qualification”, the “Pilot implementation” and the roll out decisions
 Management of the order/delivery IS structural changes (automation, reliability), in order to
make it convergent with the Home IS
 Organization of the IS communication
Results : 15% additional order capture in front-office
 IS expression of needs formalization
 Model
 Test plan…
18
Then, each process actor’s actions have
been defined and classified
ICME – Your partner for Business Excellence
www.icme.com
ICME Telecom & Media – Office Paris
154, boulevard Haussmann | 75008 PARIS | FRANCE
Phone +33 (0)1 53 93 70 80
ICME Telecom & Media – Office Abu Dhabi
PO Box 10 86 09 | Abu Dhabi | UAE
Phone +971 2 643 33 20
ICME Telecom & Media – Office Dubaï
PO Box 13106 | Dubai | UAE
Phone: +971 4 239 44 25
ICME Telecom & Media – Office Riyadh
PO Box 230105 | Riyadh 11321 | KSA
Phone: +966 1 217 0152/3/4
19
Denis Lebrec, Managing Partner and CEO
Mobile +33 6 07 16 60 16 | +971 50 724 50 67
Phone +33 1 53 93 70 80
Email [email protected]
Franck Maitrejean, Senior Manager
Mobile +971 5 05 80 84 15
Phone +971 26 43 33 20
Fabien Saunier, Senior Consultant
Mobile +971 5 08 11 80 22
Phone +971 26 43 33 20

ICME Insights B2B Transformation Program

Transcription

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