original cluster breakdowns. 2 project cluster breakdown ref # functionchampion clustercluster...
TRANSCRIPT
Original Cluster Breakdowns
2
Project Cluster Breakdown
Ref #
Function Champion Cluster Cluster Description
1 IT IT - Asset TrackingIt is very difficult to accurately track all internal assets in a company the size of IKON. This project will focus on the loss of internal resources due to poor asset tracking.
5 OperationsCommissions - Customer Type (New & Existing)
The current commission plan is complex and very difficult to administer. There are many errors made throughout the process. This project will focus on the inaccurate commission payments resulting from the inability to properly ascertain whether the customer is new or existing
6 LegalCommissions - Validation of effectiveness of Plan
IKON is currently unable to validate the effectiveness of the commission plan. This project will focus on the ability to measure and analyze the alignment of the current commission plan and the goals and objectives of the design of the plan. The goal of the project is to measure, analyze, understand and manage the plan to the design goals and objectives.
7 OperationsCommissions - Inconsistent Interpretation
This project will focus on inaccurate commission payments that result from the inconsistent interpretation of the commission plan
9 LegalContract Formation - Contract Misaligned with IKON Business Objectives
It is very important for all pieces of a process to work fluently together to meet and exceed customer expectations and deliver quality. This project will analyze the hand off between the sales rep and the legal department on the formation of a contract. The project will work to reduce the time and rework in the current process and make sure there is alignment between the contracts and the overall business objectives
10 Operations Contract Setup - AccuracyThere are many factors that drive complexity into the contract set up process. The goal of this project is increase the ability to set up contracts accurately and decrease the amount of rework and delay in the process.
12 LegalContract Termination Process - Accountability for Collection
In any business the ability to collect revenue from customers both timely and accurately is critical. This project will focus on the ability to collect from customers who have terminated their contracts prior to expiration
3
Project Cluster Breakdown
Ref #
Function Champion Cluster Cluster Description
13 Legal Contract Termination Process - Accountability for Saving the Customer
Many customers make contact with IKON various times prior to canceling their contracts. This project will focus increasing the % of saves IKON makes when customers call to cancel their contracts. A defect is a customer lost which might otherwise be saved prior to early contract termination
15 Operations Demo Rooms - Utilization of Assets
There is currently a great deal of inventory utilized in demo rooms throughout the country. This project will focus on the effective and efficient utilization of assets in demo rooms
23 Operations Meter Reads - Method Defect is the inability to obtain timely and accurate meter reads due to the method of collection. Examples of different methods include: call, web, fax, touchtone, service tech, 3rd party, etc.
26 HR New Manager Assimilation This project will focus on the assimilation process for new managers. The project will focus on the key drivers of sales manager turnover within the first year. Some possible drivers are: training, lack of management tools, poor communication, lack of a mentoring process, coaching and best practice sharing.
27 Operations Price Support - Outside Vendor Window
IKON does not currently take advantage of all price supports (vendor credits) available. The goal of this project is to increase the % of time that price support is registered for and claimed within the vendor timing window. Other possible drivers areas of focus for this project are: partial shipments, delay in vendor processing, etc.
31 HR New Product Training When a new product is introduced, the quicker IKON can disseminate the critical knowledge regarding that product, the better IKON can leverage the product for growth. The current process for cascading that knowledge is preventing growth. Some of the key drivers for new product training are: roles and responsibilities, timing of the training, consistency, resource to do the training, the new product launch process, accountability, vendor training coordination and integration of vendor training
4
Project Cluster Breakdown
Ref #
Function Champion Cluster Cluster Description
33 HR Sales Rep Comp - Coverage Model for Sales Rep Comp Plan
There is currently a lack of analysis of the coverage model to develop the comp plan. The project will analyze data such as: who sells what and how many (direct vs. specialist, net vs. new) what reps will get paid for what products and services to support the business model, the size of overall comp incentives (size of pie) and how it is distributed, territory equity, etc.
34 HR Sales Rep Comp - Plan does not support IKON Business Strategy
The current sales rep comp plan is not aligned with and supportive of IKON's business objectives. The project will include: Identification of IKON goals and objectives, measurements to validate the effectiveness of the comp plan against both IKON's goals and objectives as well as the comp plans goals and objectives
35 INA Sales Rep Productivity - Deal Approval Process
The deal approval process has many layers and takes too long to get deals approved. This process drives less customer facing time for the sales reps. Some of the areas to be analyzed are: current decision tree effectiveness, current margin approval process, current PIMA process, etc. The goal of the project will be to reduce both the number of errors in accuracy of the deals approved as well as reduce the time of approvals.
38 HR Sales Turnover - Effectiveness of Recruiting/Selection process
There are likely many reasons for the high sales representative turnover rate at IKON. This project will focus on the turnover specifically caused by poor recruiting/selection. The project will analyze different drivers such as: channels (monster board, recruiters, referrals), profile (competencies), interview process (screening & formal interview) to determine which have the largest impact on turnover
39 INA Service Productivity - Parts (Trunk Stock/Stars)
There is currently a lack of availability of the right part at the right place at the right time for service to the customer due to trunk inventory. The goal of this project will be to increase the "right time effectiveness" percentage within the service operation.
5
Project Cluster Breakdown
Ref #
Function Champion Cluster Cluster Description
40 Operations Shipped No Billed - Incomplete Paperwork
Often times at IKON we are unable to bill a customer for a product or service that has already been shipped to their location. Many times this inability to issue a bill is due to incomplete paperwork. The goal of this project will be to decrease the number of times that incomplete paper work causes the bill to be delayed.
43 INA Strategic Sales Objectives Alignment w/ Tactical - Sales Positioning
If the strategic sales objectives are not properly aligned with the tactical elements in an organization, the effectiveness of the sales process will be jeopardized. This project will analyze areas such as: sales positioning (customer contact level, sales rep skill level, comp plan) compensation plan, training, required deliverables, professional services and financial objectives vs. customer objectives. The goal of the project will be to align the daily deliverable of the sales process with the strategic goals of the organization to drive revenue.
44 Operations Unapplied Cash - Discrepancy in System of Record
Data integrity causes a great deal of problems in the billing process for IKON. This project will focus on the discrepancy in the system of record at the customer site.
45 Operations Unapplied Cash - Calculation Error
Unapplied cash is an increasing problem for IKON. Many times we have difficulties applying cash to the correct invoices. This project will focus specifically on the discrepancies in the application of cash received to equipment invoices released as a result of IBS Accuracy issues when compared to IOSC
46 Operations Unapplied Cash - Inconsistent Base Rate
Unapplied cash is an increasing problem for IKON. Many times we have difficulties applying cash to the correct invoices. This project will focus specifically on the discrepancies in the application of cash received to invoices released as a result of inconsistencies in base rates for service
6
Project Cluster Breakdown
Ref #
Function Champion Cluster Cluster Description
47 Operations Unapplied Cash - Machine No Longer Active
Unapplied cash is an increasing problem for IKON. Many times we have difficulties applying cash to the correct invoices. This project will focus specifically on the discrepancies related to invoices released and machines which are no longer active
49 Finance Working Capital - Collections The goal of this project will be to improve working capitol by reducing the Days Sales Outstanding. The project will analyze the collections process to see what impact it has on DSO. Initial areas to analyze will include system applications, training and management to see if they are drivers to the collections process
7
Asset Management #1 Asset Tracking
Y = f(x1, x2, x3 … xn)
Y = f(x1, x2, x3)
Y = Asset Management
x1 = Asset Tracking
x2 = Cash Utilization x3 = Equipment Standard
x4 = Procurementx5 = Severed Assets
x6 = Software Licensing
Y = Asset Tracking x1 = Asset Control Processx2 = Vendor Data Accuracyx3 = HR Interface
% %
100% $
$ $
% $
100% $
(Hiring, Termination)
Y = f(x1, x2, x3, x4) Y = Asset Tracking x1 = Asset Reassignmentx2 = No Bar Codex3 = Data Base Tools
(inflexibility)
x4 = Terminated Employees
100% $
% $
Champion Level
% $ % $
% $
% $ % $ % $ % $ % $ % $
8
Commissions (accurately & timely) 1 #5 Customer Type
Y = f(x1, x2, x3)
Y = f(x1, x2, x3, x4)
Y = Commissionsx1 = Customer Type (new & existing)
x2 = Comp Plan Complexity
x3 = Inconsistent Interpretation
Y = Customer Type
x1 = Ability to Measurex2 = Education
x3 = Management Accountability
x4 = Representative Accountability
100% $
100% $
Champion Level % $
% $
% $
% $
% $
% $
% $
9
Commissions#6 Validation
Y = f(x1, x2, x3)
Y = f(x1, x2, x3)
Y = f(x1, x2, x3)
Y = Commissions
x1 = Design of commission planx2 = Plan Documentsx3 = Administration
Y = Design of Commission Plan
x1 = Validation x2 = Business Objectives
x3 = Clarity
Y = Validation
x1 = Goals & Objectivesx2 = Metricsx3 = Analysis
100% $
100% $
100% $
Champion Level
% $
% $
% $
% $
% $
% $
% $
% $
% $
10
Y = f(x1, x2, x3)
Y = f(x1, x2, x3 … xn
Y = f(x1, x2, x3)
Y = Commissions
x1 = Customer Type (new & existing)
x2 = Comp Plan Complexity
x3 = Inconsistent Interpretation
Y = Inconsistent Interpretation
x1 = Educationx2 = Decentralized Administrationx3 = Management Accountabilityx4 = Approval Process (Objectivity)
x5 = Tenurex6 = Testing
Y =
x1 = x2 = x3 =
100% $
100% $
100% $
Commissions (accurately & timely) 2 #7 Inconsistent Interpretation
Champion Level
% $
% $
% $
% $ % $ % $ % $ % $ % $
% $
% $
% $
11
Y = Contract Formation
x1 = Sales
x2 = IOSC
x3 = Legal
Contract Formation#9 Contract Misaligned w/ IKON Business Objectives
Y = f(x1, x2, x3)
Y = f(x1, x2, x3) Y = Sales
x1 = Submission
x2 = Complete Information
x3 = Approval/Sign
100% $
100% $
Page 1 of 2
% $
% $
% $
% $
% $
% $
12
Y = f(x1, x2) Y = Contract Issues
x1 = Contract Misaligned with IKON Bus Obj
x2 = Incorrect Cust Expectations
100% $
Y = f(x1, x2) 20% 80%
100% $
$ $
Y = Sales Submission
x1 = Contract Issuesx2 = Financial Information
(credit approval)
Page 2 of 2
Contract Formation#9 Contract Misaligned w/ IKON Business Objectives
Champion Level
% $
% $
Champions:LegalSalesIOSC
13
Contract Setup #10 Accuracy
Y = f(x1, x2)
Y = f(x1, x2, x3)
Y = f(x1, x2, x3)
Y = Contract Setup
x1 = Timeliness
x2 = Accuracy
Y = Timeliness
x1 = Missing Information
x2 = Cycle – time of month
x3 = eIKON functionality
Y = Accuracy
x1 = Stuck contracts
100% $
100% $
100% $
(Data, Technical)
Champion Level
% $
% $
% $
% $
% $
% $
14
Contract Termination Process#12 Accountability for Collection
Y = f(x1, x2, x3, x4, x5)
Y = f(x1, x2)
Y = f(x1, x2, x3)
Y =Contract Termination Process
x1 = Early Termination
x2 = Renewal
Y = Early Termination
x1 = Servicex2 = Lease
Y = Service
x1 = Accountability for Collectionx2 = Accountability for saving the customerx3 = Information to analyze
100% $
100% $
100% $
Champion Level
% $
% $
% $
% $
% $
% $
% $
Champions:IOCS
15
Contract Termination Process#13 Accountability for Saving the Customer
Y = f(x1, x2, x3, x4, x5)
Y = f(x1, x2)
Y = f(x1, x2, x3)
Y =Contract Termination Process
x1 = Early Termination
x2 = Renewal
Y = Early Termination
x1 = Servicex2 = Lease
Y = Service
x1 = Accountability for Collectionx2 = Accountability for saving the customerx3 = Information to analyze
100% $
100% $
100% $
Champion Level
% $
% $
% $
% $
% $
% $
% $
% $
Champions:Sales
16
DEMO Room#15 Utilization of Assets
Y = f(x1, x2, x3) Y = DEMO Roomx1 = Too many assetsx2 = Utilization of assets (misuse of assets)
x3 = Utilization of Real Estate
100% $
Note:From Inventory Cluster
Champion Level
% $
% $
% $
17
Meter Reads#23 Method
Y = f(x1, x2)
Y = f(x1, x2, x3, x4, x5, x6)
Y = f(x1, x2, x3, x4)
Y = Obtaining Meter Reads
x1 = Timingx2 = Method
Y = Methodx1 = Call
x2 = Web
x3 = Fax
x4 = Touchtone
x5 = Service Tech
x6 = 3rd Party
Y = Callx1 = Hit Ratio (live person) x2 = Correct contact info
x3 = Data entry error
x4 = Reasonableness
100% $
100% $
100% $
Champion Level
% $
% $
% $
% $
% $
% $
% $ % $ % $
% $
% $
% $
Page 1 of 2
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Meter Reads#23 Method
Y = f(x1, x2, x3, x4) Y = Call
x1 = Hit Ratio (live person) x2 = Correct contact info
x3 = Data entry error
x4 = Reasonableness
% %
100% $
$
$
% %
100% $
$ $
Y = f(x1, x2, x3, x4) Y = Hit Ratio (live person)
x1 = Time of day x2 = Contact information
x3 = Time of month
x4 = Accountability/Visibility
%
%$
$
Page 2 of 2
19
New Manager Assimilation #26 New Manager Assimilation
Y = f(x1, x2, x3…xn) Y = New Manager Assimilation
(Sales Manager Turnover)
x1 = No Defined Assimilation Processx2 = Training
x3 = Lack of Tools (information, operational process tools, ability to access resources)
x4 = Coordination/Communication of Tools x5 = Lack of Best Practice Sharing
x6 = Lack of a Mentoring Program
x7 = Lack of Coaching
100% $
Champion Level % $
% $
% $
% $
% $
% $
% $
20
Price Support (Vendor Rebates)#27 Outside Vendor Window
Y = f(x1, x2)
Y = f(x1, x2, x3)
Y = Price Support
x1 = Registered not claimed
x2 = Non Registered missed
opportunities
Y = Registered not claimed
x1 = Outside vendor window x2 = Partial Shipments
x3 = Delay in vendor processing
100% $
%
%
%
100% $
$$
$
Champion Level
Champions:MaconOrder Coordinator
% $
% $
21
New Product Training #31 Product Knowledge for Growth
Y = f(x1, x2, x3…xn) Y = Product Knowledge for growth
x1 = Roles and Responsibilitiesx2 = Timingx3 = Consistencyx4 = Resource (eLearning, trainers) x5 = Launch of New Product
x6 = Accountability
x7 = Vendor Training Coordination
x8 = Integration of Vendor Training (IKONize the training)
100% $
Champion Level % $
% $
% $
% $
% $
% $
% $
22
Sales Rep Compensation #33 Coverage Model
Y = f(x1, x2, x3…xn)
Y = f(x1, x2, x3)
Y = Sales Rep Compensation
x1 = Comp Plan Supports IKON Strategyx2 = Coverage Model (#reps, # territories)x3 = Compliance (exceptions, accountable)
x4 = Base Variable Mixx5 = External Benchmarking
x6 = Terms
x7 = Complexity
x8 = Administration (timely & accuracy)
x9 = Performance Management
Y = Coverage Modelx1 = Who sells what and how
many (direct vs. specialist, net vs.
new, what reps are getting paid for it)
x2 = Size of Pie (total amount)
x3 = Territory Equity
%
100% $
$
% %
%
100% $
$ $
$ Champion Level
% $
% $
% $
% $
% $
% $
% $
% $
23
Sales Rep Compensation#34 Plan Supports IKON Strategy
Y = f(x1, x2, x3…xn)
Y = f(x1, x2,)
Y = Sales Rep Compensation
x1 = Comp Plan Supports IKON Strategyx2 = Coverage Model (#reps, # territories)x3 = Compliance (exceptions, accountable)
x4 = Base Variable Mixx5 = External Benchmarking
x6 = Terms
x7 = Complexity
x8 = Administration (timely & accuracy)
x9 = Performance Management
Y = Supports IKON Strategy
x1 = ID Goals & Objectives (linkage to goals)
x2 = Measurements (ability to measure
effectiveness)
100% $
100% $
Champion Level % $
% $ % $
% $
% $
% $ % $ % $ % $
% $
% $
24
Sales Rep Productivity#35 Deal Approval
Y = f(x1, x2, x3…xn) Y = Deal Approval
x1 = Decision Tree
x2 = Margin Approval
x3 = Pima Process
x4 = Credit Approval
x5 = Legal Approval
x6 = Standard vs. Non Standard
x7 = Time x8 = Paperwork
x9 = Administration
100% $
Y = f(x1, x2, x3…xn) Y = Customer Facing Time
x1 = Problem Resolution
x2 = Deal Approval
x3 = Administration (On Target,Duplicate data requests)
100% $
Champion Level
% $
% $
% $
% $
% $
% $
% $
% $
% $
% $
% $
% $
25
Sales Rep Turnover #38 Effectiveness of Recruiting/Selection
Y = f(x1, x2, x3…xn) Y = Sales Rep Turnoverx1 = Recruiting/Selectionx2 = Trainingx3 = Compensationx4 = Leadershipx5 = Career Development
x6 = Sales Administration
x7 = Customer Service
x8 = Products
100% $ % $
Y = f(x1, x2, x3) Y = Recruiting/Selection
x1 = Channels(monster board, recruiters, referrals)
x2 = Profile (competencies)
x3 = Interview Process- Screening (questions, phone, face to face)- Formal Interview (questions, phone face to
face)
100% $
% $
% $ % $ % $ % $ % $ % $ % $
Champion Level
% $
% $
26
Service Productivity#39 Parts (Trunk Stock/Stars)
Y = f(x1, x2, x3…xn) Y = 1st Call Effectiveness
x1 = Parts
x2 = Skill
x3 = Coverage Model
- Specialization
- High End/Low End
- Geography
%
100% $
$ $
$
%
%
Y = f(x1, x2, x3…xn) Y = Service Productivity
x1 = 1st Call Effectiveness
x2 = Non Productive Time
x3 = Emergency Install
% %
100% $
$ $
$
%
Page 1 of 2
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Y = f(x1, x2, x3) Y = Purchasing/Trunk Stock (Stars)
x1 = Planning/forecast Calculation
- consumption
- territory
- model (new vs. existing
x2 = Managing Cost vs. Customer
x3 = Stars Complexity/Effectiveness
100% $
Y = f(x1, x2, x3) Y = Parts
x1 =Purchasing/Trunk Stock (Stars)
x2 = Mail Drop Box
x3 = UPS Management
100% $
Page 2 of 2Service Productivity#39 Parts (Trunk Stock/Stars)
Champion Level % $
% $
% $
% $
% $
% $
28
Shipped Not Billed#40 Incomplete Paperwork
Y = f(x1, x2)
Y = f(x1, x2, x3, x4, x5, x6)
Y = Shipped Not Billed
x1 = Incomplete Paperworkx2 = Vendor Backorderx3 = Partial Shipment
Y = Incomplete Paperwork x1 = Late Changesx2 = Credit Limit Change (IOSC)
x3 = Delivery & Acceptancex4 = Sales Rep. Disciplinex5 = Order Coordinatorx6 = Paperwork Complexity
(Complete Order Package)
% %
100% $
$ $
% $
% $
% $
% %
%
100% $
$ $
$
Champions:
Steve R.COPV
Champion Level
29
Strategic Sales Obj. Aligned w/ Tactical Elements#43 Sales Positioning
Y = f(x1, x2, x3…xn) Y = Strategic Sales Objectives Alignment
x1 = Sales Positioningx2 = Comp Plan (drive right behaviors)
x3 = Training
x4 = Consistent Deliverables
x5 = Professional Services
x6 = Financial Objectives vs. Customer Objectives
100% $
Y = f(x1, x2, x3…xn) Y = Sales Positioning
x1 = Training
x2 = Customer Contact Level
x3 = Skill Set
x4 = Comp Plan
x5 = Marketing Alignment
100% $
Champion Level % $
% $
% $
% $
% $
% $
% $
% $
% $
% $
% $
30
Unapplied Cash #44 Discrepancy in System of Record
Y = f(x1, x2, x3)
Y = f(x1, x2, x3)
Y = 3rd Party Service Billing
x1 = Discrepancy in system of record
x2 =Meter reads (discrepancy vendor
vs. IKON)x3 = Timing of payment
(customer to 3rd party)Y = Discrepancy in system of record
x1 = Machine not there
x2 = Machine ID can’t be tracked
x3 = Install dates
100% $
%
%
%
100% $
$$
$
Y = f(x1, x2 ) Y = Unapplied Cash
x1 = Dealer Comp
x2 = 3rd Party Service Billing
x3 = Trade A/R
100% $
Champion Level % $
% $
% $
% $
% $
% $
31
Unapplied Cash#45 Calculation Error
Y = f(x1, x2)
Y = f(x1, x2)
Y = f(x1, x2)
Y = Dealer Comp Report
x1 = Servicex2 = Equipment
Y = Equipment ($ amounts don’t match)
x1 = Accuracy IBSx2 = IOSC
Y = Accuracy IBS
x1 = Calculation Errorx2 = Training
%
100% $
$
% $
%
%
100% $
$$
%
%
100% $ $
$
Champions:IOSCMaconOrder Entry
Champion Level
32
Unapplied Cash#46 Inconsistent Base Rate
Y = f(x1, x2 )
Y = f(x1, x2, x3)
Y = Unapplied Cash
x1 = Dealer Comp
x2 = 3rd Party Service Billing
x3 = Trade A/R
Y = Service
x1 = Database doesn’t agreex2 = Timing (shadow billing)x3 = Meter Reads
% %
100% $
$ $
% $
% %
%
100% $
$ $
$
Y = f(x1, x2 ) Y = Dealer Comp Report
x1 = Servicex2 = Equipment
% %
100% $
$ $
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Y = f(x1, x2) Y = Database doesn’t agree
x1 = Inconsistent Base Ratex2 = Machine No Longer Active
%
%
100% $
$$
Unapplied Cash#46 Inconsistent Base Rate
Page 2 of 2
Champion Level
34
Unapplied Cash#47 Machine No Longer Active
Y = f(x1, x2 )
Y = f(x1, x2, x3)
Y = Unapplied Cash
x1 = Dealer Comp
x2 = 3rd Party Service Billing
x3 = Trade A/R
Y = Service
x1 = Database doesn’t agreex2 = Timing (shadow billing)x3 = Meter Reads
% %
100% $
$ $
% $
%
%
100% $ $
$
% $
Y = f(x1, x2 ) Y = Dealer Comp Report
x1 = Servicex2 = Equipment
% %
100% $
$ $
Page 1 of 2
35
Y = f(x1, x2) Y = Database doesn’t agree
x1 = Inconsistent Base Ratex2 = Machine No Longer Active
%
%
100% $
$
$
Unapplied Cash#47 Machine No Longer Active
Page 2 of 2
Champion Level
36
Working Capitol #49 Collections
Y = f(x1, x2, x3, x4, x5)
Y = f(x1, x2, x3, x4)
Y = f(x1, x2, x3)
Y = Working Capitol
x1 = DSOx2 = Inventory Turnsx3 = A/Px4 = Cap Ex
Y = DSO
x1 = Collectionsx2 = Cash Apps
x3 = Customer Data (address)
x4 = Billing Accuracy
Y = Collections
x1 = System App (collections)
x2 = Training
x3 = Management
% %
100% $
$ $
% $
% $
%
%
%
100% $
$$
$
100% $
70
Process is ChangingMoving to IOSC
Champion Level
% $ % $ % $ % $