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CEE COMMUNITY
OPERATIONS
A VISION ON THE FUTURE
OF SUPPORT ORGANISATION
1
OVERVIEW
/ Introduction
/ Key success factors
/ Mission and values
/ Stakeholder management
/ Value proposition
/ Map of g...
INTRODUCTION
3
WHAT IS THE CHALLENGE AND KEY SUCCESS FACTORS?
INTRODUCTION
CEE CommOps
4
STATUS QUO
• 9 locations
• CommOps tasks performed locally
• CommOps service center in Sofia
• ...
KEY SUCCESS FACTORS
CEE CommOps
5
IN ORDER TO SUCCEED
WE NEED TO: Be data
driven
Build
a winning
team
across
different
loc...
THE STRATEGY
6
WHAT GOALS ARE WE AIMING AT?
MISSION AND VALUES
CEE CommOps
CEE CommOps MISION
To deliver the world class support to our riders, partners, and other me...
STAKEHOLDERS MAP
CEE CommOps
8
Stakeholders map is built,
based on the assumptions with
respect to the scope of
CommOps re...
STAKEHOLDER MANAGEMENT
CEE CommOps
9
STAKEHOLDER MATRIX
Latents Promoters
Apathetics Defenders
• The classic stakeholder m...
VENDOR MANAGEMENT
CEE CommOps
10
CHALLENGES
• Achieve optimal level of quality to costs for vendor sourced products, servi...
VALUE PROPOSITION - SUPPORT
CEE CommOps
11
RIDERS
Service Relations Image
• My issue is understood and addressed
• I get a...
MAP OF GOALS
CEE CommOps
12
financial perspective
customer perspective
process perspective
learning and development perspe...
Goal KPI Start.
level
Targ.
Q1
Targ.
Q2
Targ.
Q3
Targ.
Q4
Initiative
Achieve optimal cost of the support
organization
• Co...
INITIATIVES SUPPORTING THE GOALS
CEE CommOps
14
Only after setting the targets,
each initiative should be
turned into proj...
THE BUSINESS MODEL
15
WHAT MODEL WILL SUPPORT OUR GOALS BEST?
ORGANIZATIONAL MODEL
CEE CommOps
16
LEAN, RESPONSIVE, AND SCALABLE ORGANIZATION
UBER CEE
UBER
POLAND
UBER
RUSSIA
UBER
HUNG...
MODUS OPERANDI
CEE CommOps
17
CUSTOMER FOCUS AND COST EFFECTIVENESS
CommOps
CEE Head
CommOps
Manager
Support
Center
Custom...
WORK PHILOSOPHY
CEE CommOps
18
WORK SMART, USE TECHNOLOGY
CEE
CommOps
Riders
Partners
Vendors
We:
• seek profit while stay...
CHALLENGE – BALANCE CENTRAL VS LOCAL
CEE CommOps
19
TOUCH-POINTS: CENTRAL TEAM - CITY TEAMS
CENTRALIZED LOCAL
Vision, stra...
INTERACTION / COACHING MODEL
CEE CommOps
20
EFFECTIVE COMMUNICATION & FEEDBACK
CommOps
CEE Head
CommOps
Manager
CSR
FEEDBA...
TRANSLATION OF GOALS TO LOCAL UNITS
CEE CommOps
21
MBO SYSTEM AS A BASE FOR BONUS PLAN
UBER
POLAND
UBER
RUSSIA
UBER
HUNGAR...
THE PLAN
22
WHAT WILL HAPPEN IN THE FIRST 90 DAYS?
ROLL-OUT
CEE CommOps
23
MAIN STEPS FOR FIRST 90 DAYS
Review of the
processes and
expectations for
community support*
Best ...
THE BOTTOM LINE
24
WHAT WILL BE TAKEN INTO THE COST-BENEFITS ANALYSIS?
COSTS & BENEFITS
CEE CommOps
25
Operational expenses:
• Salaries:
• Travel:
• Other:
CommOps initiatives expenses:
• Custo...
THE SUCCESS STORY IS ABOUT TO BEGIN
26
HOW TO BUILD LEADERSHIP AND INTERACT WITH UBER ORGANIZATION?
HOW TO WRITE A SUCCESS STORY
CEE CommOps
27
LEADERSHIP DELIVERED
Recruit
based on
the values
Set the
clear rules
of the
ga...
HOW TO WRITE A SUCCESS STORY
CEE CommOps
28
USING GLOBAL EXPERIENCE AND LOCAL PRESENCE
• Establishing a regular communicat...
THANK YOU
29
JAKUB BANBURA
JBANBU@GAZETA.PL
+48 606 394 762
CLICK HERE TO VISIT ME:
www.linkedin.com/in/jakubbanbura
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UBER Community Operations in CEE

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Published on

This is my vision on the future of Uber community organization. It broadly covers the following topics for the community operations in CEE region:
/ Key success factors
/ Mission and values
/ Stakeholder management
/ Value proposition
/ Map of goals
/ Metrics
/ Initiatives
/ Organizational model
/ Modus operandi
/ Roll-out
/ Costs & benefits
/ How to write a success story

Published in: Business

UBER Community Operations in CEE

  1. 1. CEE COMMUNITY OPERATIONS A VISION ON THE FUTURE OF SUPPORT ORGANISATION 1
  2. 2. OVERVIEW / Introduction / Key success factors / Mission and values / Stakeholder management / Value proposition / Map of goals / Metrics / Initiatives / Organizational model / Modus operandi / Roll-out / Costs & benefits / How to write a success story 2
  3. 3. INTRODUCTION 3 WHAT IS THE CHALLENGE AND KEY SUCCESS FACTORS?
  4. 4. INTRODUCTION CEE CommOps 4 STATUS QUO • 9 locations • CommOps tasks performed locally • CommOps service center in Sofia • Not fully standardized service operations in terms of: – Processes – Data sets & metrics – Training programs – Technology platforms • Different local cultures and habits THE CHALLENGE • Get support operations off the ground in 90 days • Set up a framework for a cost efficient and customer focused unit
  5. 5. KEY SUCCESS FACTORS CEE CommOps 5 IN ORDER TO SUCCEED WE NEED TO: Be data driven Build a winning team across different locations Keep focus on stakehol- ders Excel in customer service Balance between standardi- zation and the local expertise Mix creativity with delivery We will evaluate quality of our plans and deliverables, in the context of the Key Success Factors CEE CommOps
  6. 6. THE STRATEGY 6 WHAT GOALS ARE WE AIMING AT?
  7. 7. MISSION AND VALUES CEE CommOps CEE CommOps MISION To deliver the world class support to our riders, partners, and other members of Uber community. • By world class support we understand setting or at least matching benchmarks in terms of: – Rider and partner support experience – Quality of service – Response time – Cost effectiveness – Adoption of innovation without loosing the human touch CEE CommOps VALUES • Purpose (our actions match our goals) • Accuracy (we are proud of what we do, and we do it right) • Lean (we avoid waste by making things in a smart way) • Innovation (we are brave to try new things) • Team spirit (we share success, and take a responsibility for the job) • Constructiveness in what we do and speak (we only do things that contribute to our goals) 7 • Mission and values are our tools of communication • We will adjust the mission and values to make sure we fit the Uber culture
  8. 8. STAKEHOLDERS MAP CEE CommOps 8 Stakeholders map is built, based on the assumptions with respect to the scope of CommOps responsibility, and should be adjusted to the real world conditions. CEE CommOps Riders Partners Vendors (e.g.. ITC, insurance, financing) inside the company outside of the company Local teams Vendors (egg. ITC, Marketing) Country managers
  9. 9. STAKEHOLDER MANAGEMENT CEE CommOps 9 STAKEHOLDER MATRIX Latents Promoters Apathetics Defenders • The classic stakeholder matrix is a good tool for structuring stakeholder management • It is possible to influence stakeholders by moving them on the axis of interest Interest Power Manage closely: • full engagement • the greatest effort to satisfy Keep informed: • ensure that no major issues are arising • may be very helpful with the detail of your tasks Keep satisfied: • make sure they are satisfied • do not bore with too much communication Monitor: • monitor to secure risks • do not bore with too much communication Rider Partner Vendor Loc.teamC.Mgr Regulator Blogger Business stakeholder Non-business stakeholder
  10. 10. VENDOR MANAGEMENT CEE CommOps 10 CHALLENGES • Achieve optimal level of quality to costs for vendor sourced products, services and technologies • Improve vendor performance, relationships and vendor risk control VENDOR MANAGEMENT APPROACH Strategize and Plan Develop Gover- nance Execute Measure and Improve • Define the structure, roles/responsibilities and resources to put a formal vendor management discipline in place and drive the right behaviors (product or service elements) to IT or business outcomes for all the collective third-party relationships. • Establish an optimal process for making decisions and assigning decision rights related to vendor management. • Agree on authority and flow for decision making. • Implement and set up feedback mechanisms. • Use assessment and industry data to track vendor management operations and success. • Responsibilities include managing and improving vendor performance, and monitoring and mitigating vendor risks. • Ensure optimal management of the vendor contract life cycle and the commercial parts of the vendor relationship. • Other responsibilities include managing and improving vendor performance, and monitoring and mitigating vendor risks. Relationship development Contract management Centralized procurement Requests management Vendor risk management Process and financial control
  11. 11. VALUE PROPOSITION - SUPPORT CEE CommOps 11 RIDERS Service Relations Image • My issue is understood and addressed • I get a bit more than Uber has to give me • I can easily find answers to most of my issues myself • Social CSR: rider-to-rider support (positive feedback rewarded with ride credits) • I am encouraged to solve my issues on my own and use a social CSR* • All issues answered within 24 hours • Personal touch to answers * another rider willing to help • Digital, yet with human touch PARTNERS Service Relations Image • My issue is understood and addressed • Uber helps me to have a better lifestyle (training, manuals, community deals) • Uber helps me to make more money (training, manuals) • I can easily find answers to most of my issues myself • Social CSR: partner-to-partner support in exchange for ride credits • I am encouraged to solve my issues on my own and share the experience with other partners • All issues answered within 24 hours • Personal touch to answers • Business partner you may rely on The value propositions should be adjusted to the company strategy, and constructed for all key stakeholder groups.
  12. 12. MAP OF GOALS CEE CommOps 12 financial perspective customer perspective process perspective learning and development perspective Achieve optimal cost of the support organization Make riders love Uber for the support they get Support Uber partners in lifestyle improvement and making money Contribute to Uber brand through world class support Continuously improve the customer support based on innovation Excel in service to rapidly growing customer base Effectively manage data and technology platforms Develop strategic competences (data analysis, customer service, project management) Build CommOps dream team Stay on top of customer service technology
  13. 13. Goal KPI Start. level Targ. Q1 Targ. Q2 Targ. Q3 Targ. Q4 Initiative Achieve optimal cost of the support organization • CommOps budget / No. of rides [achieved as a result of other initiatives] Make riders love Uber for the support they get • Rider experience – support (survey) Customer journey (riders) Support Uber partners in lifestyle improvement and making money • Partner experience – support (survey) Customer journey (partners) Contribute to Uber brand through world class support • Uber brand ranking in terms of community support PR/Communication of community support efforts Continuously improve the customer support based on innovation * No. of tickets / no. of rides * Implementation gap (internal audit of locations vs. desired standard) Lean support model Excel in service to the rapidly growing customer base • Variance between locations in support costs / no. of rides • Quality index (mystery shopper, weighted average of locations) • Requests response time CEE support excellence Effectively manage data and technology platforms • Tech standardization index (internal audit) • Data gap (data available vs. desired) Technology standardization Develop strategic competences (data analysis, customer service, project management) • % realization of the staff training plan Staff training plan Staff recruitment Stay on top of customer service technology • % realization of the customer service innovation initiatives Customer service benchmarking & innovation Build CommOps dream team • Employee satisfaction • Employee assessment (average) • Number of posts on the intranet message board by CommOps employees Uber culture toolbox METRICS CEE CommOps 13 Metrics will allow: - make goals more precise - set the pace of change - answer the question whether we achieved our goals
  14. 14. INITIATIVES SUPPORTING THE GOALS CEE CommOps 14 Only after setting the targets, each initiative should be turned into project, with project manager, stages, timeline and budget. Customer service benchmarking & innovation Customer journey (riders, partners) CEE support excellence Lean support model Technology standardization Staff recruitment and training Uber culture toolbox PR/ communication of community support efforts CEE CommOps INITIATIVES SAMPLE INITIATIVE SET, TO BE REFINED WITHIN FIRST 90 DAYS
  15. 15. THE BUSINESS MODEL 15 WHAT MODEL WILL SUPPORT OUR GOALS BEST?
  16. 16. ORGANIZATIONAL MODEL CEE CommOps 16 LEAN, RESPONSIVE, AND SCALABLE ORGANIZATION UBER CEE UBER POLAND UBER RUSSIA UBER HUNGARY UBER CZECH UBER BULGARIA e.g.. MARKETING / TECHNOLOGY / LEGAL / ADMIN … UBER CEE HEAD CommOps CEE HEAD* CommOps GLOB. HEAD CommOps Manager* + CSR CommOps Manager + CSR + Support Center CommOps Manager* + CSR CommOps Manager* + CSR CommOps Manager* + CSR … CEE HEAD … CEE HEAD Mixed functional and process structure will allow to manage global process organization, while staying close to local markets. * CommOps CEE HEAD = CommOps Manager Poland
  17. 17. MODUS OPERANDI CEE CommOps 17 CUSTOMER FOCUS AND COST EFFECTIVENESS CommOps CEE Head CommOps Manager Support Center Customer Service Rep. (CSR) Riders Partners Vendors • Setting goals and standards for community support • Motivation and coaching of the team • Monitoring of metrics for the region • Supervision of regional initiatives • Sharing best practice within organization • Adaptation of support standards to the local market • Organization of CSR work • Motivation and coaching of CSR • Monitoring of metrics for the country • Supervision and execution of CommOps initiatives • Sharing best practice within organization • Handling of exceptions and non-standard issues • Monitoring of metrics for the country • Execution of CommOps initiatives • Sharing best practice within organization • Handling of standard customer requests • Monitoring of metrics for the CommOps function • Execution of CommOps initiatives • Sharing best practice within organization Standard support tasks will be performed by Support Center, while exceptions and customer relationships are managed locally. Whole support process is optimized and centrally managed. CENTRAL LOCAL
  18. 18. WORK PHILOSOPHY CEE CommOps 18 WORK SMART, USE TECHNOLOGY CEE CommOps Riders Partners Vendors We: • seek profit while staying connected to customers • read data, imagine and test scenarios • listen to each other • avoid problems instead of solving them, reduce waste • fiercely improve • deliver perfect first-time quality • put tools in the service of the idea • apply autonomation & smart standardization
  19. 19. CHALLENGE – BALANCE CENTRAL VS LOCAL CEE CommOps 19 TOUCH-POINTS: CENTRAL TEAM - CITY TEAMS CENTRALIZED LOCAL Vision, strategy, process model Support process management Competence management Technology management Data management Vendor management Innovation management Exceptions management Support process adjustment Local competence development Local response time management Best practice implementation Local cost management Local innovation sourcing Standard customer requests processing Support Center Communication management Cultural differences management CEE Comm Ops
  20. 20. INTERACTION / COACHING MODEL CEE CommOps 20 EFFECTIVE COMMUNICATION & FEEDBACK CommOps CEE Head CommOps Manager CSR FEEDBACK input to new standards, performance analysis CONCEPT vision, standards, models, tools, best practice DEPLOYMENT training, coaching, solutions, tools SUPPORT REQUEST exceptions & problems to be managed FEEDBACK from the local markets WORK ENVIRONMENT KPIs, CEE team building CEE Comm Ops
  21. 21. TRANSLATION OF GOALS TO LOCAL UNITS CEE CommOps 21 MBO SYSTEM AS A BASE FOR BONUS PLAN UBER POLAND UBER RUSSIA UBER HUNGARY UBER CZECH UBER BULGARIA MAP OF GOALS CEE CommOps 10 financial perspective customer perspective process perspective learning and development perspective Achieve optimal cost of the support organization Make riders love Uber for the support they get Support Uber partners in lifestyle improvement and making money Build Uber brand through world class support Continuously improve the customer support based on innovation Excell in service to rapidly growing customer base Effectively manage data and technology platforms Develop strategic competences (data analysis, customer service, project management) Build CommOps dream team Stay on top of customer service technology Goal KPI Start. level Targ. Q1 Targ. Q2 Targ. Q3 Targ. Q4 Initiative Achieve optimal cost of the support organization • CommOps budget / No. of rides [achieved as a result of other initiatives] Make riders love Uber for the support they get • Rider experience – support (survey) Customer journey (riders) Support Uber partners in lifestyle improvement and making money • Partner experience – support (survey) Customer journey (partners) Build Uber brand through world class support • Uber brand ranking in terms of community support PR/Communication of community support efforts Continuously improve the customer support based on innovation * No. of tickets / no. of rides * Implementation gap (internal audit of locations vs. desired standard) Lean support model Excell in service to the rapidly growing customer base • Variance between locations in support costs / no. of rides • Quality index (mystery shopper, weighted average of locations) • Requests response time CEE support excellence Effectively manage data and technology platforms • Tech standardization index (internal audit) • Data gap (data available vs. desired) Technology standardization Develop strategic competences (data analysis, customer service, project management) • % realization of the staff training plan Staff training plan Staff recruitment Stay on top of customer service technology • % ralization of the customer service innovation initiatives Customer service benchmarking & innovation Build CommOps dream team • Employee satisfaction • Employee assesment (average) Uber culture toolbox METRICS CEE CommOps 11 Metrics will allow: - make goals more precise - set the pace of change - answer the question whether we achieved our goals MAP OF GOALS CEE CommOps 10 financial perspective customer perspective process perspective learning and development perspective Achieve optimal cost of the support organization Make riders love Uber for the support they get Support Uber partners in lifestyle improvement and making money Build Uber brand through world class support Continuously improve the customer support based on innovation Excell in service to rapidly growing customer base Effectively manage data and technology platforms Develop strategic competences (data analysis, customer service, project management) Build CommOps dream team Stay on top of customer service technology Goal KPI Start. level Targ. Q1 Targ. Q2 Targ. Q3 Targ. Q4 Initiative Achieve optimal cost of the support organization • CommOps budget / No. of rides [achieved as a result of other initiatives] Make riders love Uber for the support they get • Rider experience – support (survey) Customer journey (riders) Support Uber partners in lifestyle improvement and making money • Partner experience – support (survey) Customer journey (partners) Build Uber brand through world class support • Uber brand ranking in terms of community support PR/Communication of community support efforts Continuously improve the customer support based on innovation * No. of tickets / no. of rides * Implementation gap (internal audit of locations vs. desired standard) Lean support model Excell in service to the rapidly growing customer base • Variance between locations in support costs / no. of rides • Quality index (mystery shopper, weighted average of locations) • Requests response time CEE support excellence Effectively manage data and technology platforms • Tech standardization index (internal audit) • Data gap (data available vs. desired) Technology standardization Develop strategic competences (data analysis, customer service, project management) • % realization of the staff training plan Staff training plan Staff recruitment Stay on top of customer service technology • % ralization of the customer service innovation initiatives Customer service benchmarking & innovation Build CommOps dream team • Employee satisfaction • Employee assesment (average) Uber culture toolbox METRICS CEE CommOps 11 Metrics will allow: - make goals more precise - set the pace of change - answer the question whether we achieved our goals MAP OF GOALS CEE CommOps 10 financial perspective customer perspective process perspective learning and development perspective Achieve optimal cost of the support organization Make riders love Uber for the support they get Support Uber partners in lifestyle improvement and making money Build Uber brand through world class support Continuously improve the customer support based on innovation Excell in service to rapidly growing customer base Effectively manage data and technology platforms Develop strategic competences (data analysis, customer service, project management) Build CommOps dream team Stay on top of customer service technology Goal KPI Start. level Targ. Q1 Targ. Q2 Targ. Q3 Targ. Q4 Initiative Achieve optimal cost of the support organization • CommOps budget / No. of rides [achieved as a result of other initiatives] Make riders love Uber for the support they get • Rider experience – support (survey) Customer journey (riders) Support Uber partners in lifestyle improvement and making money • Partner experience – support (survey) Customer journey (partners) Build Uber brand through world class support • Uber brand ranking in terms of community support PR/Communication of community support efforts Continuously improve the customer support based on innovation * No. of tickets / no. of rides * Implementation gap (internal audit of locations vs. desired standard) Lean support model Excell in service to the rapidly growing customer base • Variance between locations in support costs / no. of rides • Quality index (mystery shopper, weighted average of locations) • Requests response time CEE support excellence Effectively manage data and technology platforms • Tech standardization index (internal audit) • Data gap (data available vs. desired) Technology standardization Develop strategic competences (data analysis, customer service, project management) • % realization of the staff training plan Staff training plan Staff recruitment Stay on top of customer service technology • % ralization of the customer service innovation initiatives Customer service benchmarking & innovation Build CommOps dream team • Employee satisfaction • Employee assesment (average) Uber culture toolbox METRICS CEE CommOps 11 Metrics will allow: - make goals more precise - set the pace of change - answer the question whether we achieved our goals MAP OF GOALS CEE CommOps 10 financial perspective customer perspective process perspective learning and development perspective Achieve optimal cost of the support organization Make riders love Uber for the support they get Support Uber partners in lifestyle improvement and making money Build Uber brand through world class support Continuously improve the customer support based on innovation Excell in service to rapidly growing customer base Effectively manage data and technology platforms Develop strategic competences (data analysis, customer service, project management) Build CommOps dream team Stay on top of customer service technology Goal KPI Start. level Targ. Q1 Targ. Q2 Targ. Q3 Targ. Q4 Initiative Achieve optimal cost of the support organization • CommOps budget / No. of rides [achieved as a result of other initiatives] Make riders love Uber for the support they get • Rider experience – support (survey) Customer journey (riders) Support Uber partners in lifestyle improvement and making money • Partner experience – support (survey) Customer journey (partners) Build Uber brand through world class support • Uber brand ranking in terms of community support PR/Communication of community support efforts Continuously improve the customer support based on innovation * No. of tickets / no. of rides * Implementation gap (internal audit of locations vs. desired standard) Lean support model Excell in service to the rapidly growing customer base • Variance between locations in support costs / no. of rides • Quality index (mystery shopper, weighted average of locations) • Requests response time CEE support excellence Effectively manage data and technology platforms • Tech standardization index (internal audit) • Data gap (data available vs. desired) Technology standardization Develop strategic competences (data analysis, customer service, project management) • % realization of the staff training plan Staff training plan Staff recruitment Stay on top of customer service technology • % ralization of the customer service innovation initiatives Customer service benchmarking & innovation Build CommOps dream team • Employee satisfaction • Employee assesment (average) Uber culture toolbox METRICS CEE CommOps 11 Metrics will allow: - make goals more precise - set the pace of change - answer the question whether we achieved our goals MAP OF GOALS CEE CommOps 10 financial perspective customer perspective process perspective learning and development perspective Achieve optimal cost of the support organization Make riders love Uber for the support they get Support Uber partners in lifestyle improvement and making money Build Uber brand through world class support Continuously improve the customer support based on innovation Excell in service to rapidly growing customer base Effectively manage data and technology platforms Develop strategic competences (data analysis, customer service, project management) Build CommOps dream team Stay on top of customer service technology Goal KPI Start. level Targ. Q1 Targ. Q2 Targ. Q3 Targ. Q4 Initiative Achieve optimal cost of the support organization • CommOps budget / No. of rides [achieved as a result of other initiatives] Make riders love Uber for the support they get • Rider experience – support (survey) Customer journey (riders) Support Uber partners in lifestyle improvement and making money • Partner experience – support (survey) Customer journey (partners) Build Uber brand through world class support • Uber brand ranking in terms of community support PR/Communication of community support efforts Continuously improve the customer support based on innovation * No. of tickets / no. of rides * Implementation gap (internal audit of locations vs. desired standard) Lean support model Excell in service to the rapidly growing customer base • Variance between locations in support costs / no. of rides • Quality index (mystery shopper, weighted average of locations) • Requests response time CEE support excellence Effectively manage data and technology platforms • Tech standardization index (internal audit) • Data gap (data available vs. desired) Technology standardization Develop strategic competences (data analysis, customer service, project management) • % realization of the staff training plan Staff training plan Staff recruitment Stay on top of customer service technology • % ralization of the customer service innovation initiatives Customer service benchmarking & innovation Build CommOps dream team • Employee satisfaction • Employee assesment (average) Uber culture toolbox METRICS CEE CommOps 11 Metrics will allow: - make goals more precise - set the pace of change - answer the question whether we achieved our goals MAP OF GOALS CEE CommOps 10 financial perspective customer perspective process perspective learning and development perspective Achieve optimal cost of the support organization Make riders love Uber for the support they get Support Uber partners in lifestyle improvement and making money Build Uber brand through world class support Continuously improve the customer support based on innovation Excell in service to rapidly growing customer base Effectively manage data and technology platforms Develop strategic competences (data analysis, customer service, project management) Build CommOps dream team Stay on top of customer service technology Goal KPI Start. level Targ. Q1 Targ. Q2 Targ. Q3 Targ. Q4 Initiative Achieve optimal cost of the support organization • CommOps budget / No. of rides [achieved as a result of other initiatives] Make riders love Uber for the support they get • Rider experience – support (survey) Customer journey (riders) Support Uber partners in lifestyle improvement and making money • Partner experience – support (survey) Customer journey (partners) Build Uber brand through world class support • Uber brand ranking in terms of community support PR/Communication of community support efforts Continuously improve the customer support based on innovation * No. of tickets / no. of rides * Implementation gap (internal audit of locations vs. desired standard) Lean support model Excell in service to the rapidly growing customer base • Variance between locations in support costs / no. of rides • Quality index (mystery shopper, weighted average of locations) • Requests response time CEE support excellence Effectively manage data and technology platforms • Tech standardization index (internal audit) • Data gap (data available vs. desired) Technology standardization Develop strategic competences (data analysis, customer service, project management) • % realization of the staff training plan Staff training plan Staff recruitment Stay on top of customer service technology • % ralization of the customer service innovation initiatives Customer service benchmarking & innovation Build CommOps dream team • Employee satisfaction • Employee assesment (average) Uber culture toolbox METRICS CEE CommOps 11 Metrics will allow: - make goals more precise - set the pace of change - answer the question whether we achieved our goals • Goals and KPIs will be deployed local units and to the Support Center • The goals and KPIs facilitate informed discussion and allow management by objectives • The goals and KPIs will set the base for a bonus scheme CommOps CEE HEAD* CommOps Manager* + CSR CommOps Manager + CSR + Support Center CommOps Manager* + CSR CommOps Manager* + CSR CommOps Manager* + CSR
  22. 22. THE PLAN 22 WHAT WILL HAPPEN IN THE FIRST 90 DAYS?
  23. 23. ROLL-OUT CEE CommOps 23 MAIN STEPS FOR FIRST 90 DAYS Review of the processes and expectations for community support* Best practice implementation Recruit & Train CEE CommOps initiatives 3o days 6o days 9o days QUICK WIN PREPARATION Stages IMPLEMENTATION Goals, KPIs, targets and Initiatives refinement * On-site visits, relationship building, understanding of local specifics, data collection and process analysis
  24. 24. THE BOTTOM LINE 24 WHAT WILL BE TAKEN INTO THE COST-BENEFITS ANALYSIS?
  25. 25. COSTS & BENEFITS CEE CommOps 25 Operational expenses: • Salaries: • Travel: • Other: CommOps initiatives expenses: • Customer journey (partners) • PR/Communication of community support efforts • Lean support model • CEE support excellence • Technology standardization • Staff training & recruitment • Customer service benchmarking & innovation • Uber culture toolbox CALCULATION MODEL HIGHLITS Operational expenses: EUR 12k (1 pers. * EUR7k + 2 pers. * EUR2.5k) EUR 8k (e.g. 10 days * EUR400/day * 2 pers.) EUR 2k (e.g. 10% budget reserve) CommOps initiatives expenses: • Possible to estimate after definition of initiatives • Initiatives are possible to define after confirmation of goals and targets (e.g. an initiative aimed at cutting the response time by 5% would need a different effort and budget than an initiative supporting the goal of cutting the response time by 50%) Monthly Project benefits calculation model, monthly basis Cost savings – Reduction in no. of tickets: Average cost of ticket processing: EUR 5 • Average tickets monthly: 9 locations * 50 tickets/day * 30 days = EUR 67,500 • Estimated savings on the no. of tickets = 20% • Estimated savings on the cost of ticket processing = EUR 13,500 The key cost drivers are: • no. of locations / towns • no. of partners / drivers • no. of riders • no. of ride requests • no. of rides / completed trips • no. of tickets • no. of employees • driver rating • local legal regulations and culture • At the time of preparing this material no real values are disclosed, except no. of locations. Thus, only selected issues related to cost budgeting are highlighted here.
  26. 26. THE SUCCESS STORY IS ABOUT TO BEGIN 26 HOW TO BUILD LEADERSHIP AND INTERACT WITH UBER ORGANIZATION?
  27. 27. HOW TO WRITE A SUCCESS STORY CEE CommOps 27 LEADERSHIP DELIVERED Recruit based on the values Set the clear rules of the game Motivate to excel Listen and communi- cate Give honest judgment WORK RIGHT WITH THE RIGHT PEOPLE • No strict control over the team – it is costly and not efficient • What should be taken into consideration? • Local cultural differences • Uber’s unique data & analysis driven culture • What leadership model would be the most efficient? It would be to give people: • Sense of purpose • Space for creativity • Room for mistakes that come from courage to innovate • Educational support to improve their weaknesses • Possibility to celebrate success • No poppycock • Example through own acting
  28. 28. HOW TO WRITE A SUCCESS STORY CEE CommOps 28 USING GLOBAL EXPERIENCE AND LOCAL PRESENCE • Establishing a regular communication channels with CommOps leads and managers in other regions (video conference, email, chat) • Working on the global standard for a CommOps function that could be adjusted to local conditions • Setting up CommOps benchmarks and best practice database • Setting the platform to share projects, project ideas, and project outcomes • One annual conference of all managers and leaders responsible for CommOps (sport chllenge as a vehicle to free revolutionary ideas and bring people closer together)
  29. 29. THANK YOU 29 JAKUB BANBURA JBANBU@GAZETA.PL +48 606 394 762 CLICK HERE TO VISIT ME: www.linkedin.com/in/jakubbanbura

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