Staff Balance Implementation

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A sample of slides from an end-of-project presentation of findings

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  • Here are some of our customers which are primarily focused in Financial Services, Utilities and Government
  • How do you spend your time.3 StepsParkinson, Pareto, RicardoThat is what we doProfit Modelling is currently the domain of the large Software companies: IBM, Oracle, SAP , SAS and delivered to the Fortune 500 market.Our vision is to bring this capability to SME’s and Government departments at an affordable price. To do an IKEA for Furniture or a South West Airlines/Ryanair aviation model in the world of Management accountingCloud computing developments are allowing us to take on this challenge.We have built our software on the Microsoft Azures platform.We are using aggregated data volumes uploaded via spreadsheet rather than large systems integrated solutions
  • Peter Duckers' fairly well know quote.You can’t manager what you can’t measure
  • The output of the business modelling provides insight into the following areas:Resource and sales team optimisation with Operational efficienciesProfitability insights with deep cost stack insight as well as performance benchmarking
  • The output of the business modelling provides insight into the following areas:Resource and sales team optimisation with Operational efficienciesProfitability insights with deep cost stack insight as well as performance benchmarking
  • The output of the business modelling provides insight into the following areas:Resource and sales team optimisation with Operational efficienciesProfitability insights with deep cost stack insight as well as performance benchmarking
  • The output of the business modelling provides insight into the following areas:Resource and sales team optimisation with Operational efficienciesProfitability insights with deep cost stack insight as well as performance benchmarking
  • The output of the business modelling provides insight into the following areas:Resource and sales team optimisation with Operational efficienciesProfitability insights with deep cost stack insight as well as performance benchmarking
  • Staff Balance Implementation

    1. 1. Agenda<br />Sample of an end-of-project presentation<br />Project Background & Scope<br />Recommendations<br />!<br />MyCall’s goal: Competitively re-tender for Tadem plc’s business<br />- Reduce MyCall Ltd’s charge to Tadem plc but maintain profit margin <br />- Increase efficiency and improve territory coverage<br />
    2. 2. Project Background<br />Customer: MyCall Limited<br />Customer industry: Field sales outsource company<br />Role Analysed: Regional Sales Manager – Market 1 (5 FTE*)<br /> Regional Sales Manager – Market 2 (7 FTE*)<br />Nature of Role: To manage a regionally-based team of Sales Executives selling to either Market 1 or to Market 2<br />Fully Loaded Cost : Circa €75,000 per RSM FTE<br />Customer’s client: Tadem plc (utilities company)<br />* FTE: Full time employees in the role<br />RSM<br />
    3. 3. Project Scope<br />To be delivered<br />Implement an up to date software model for MyCall Ltd to use in independent of Staff Balance<br />Perform a Time Driven Activity Based Costing (TD ABC) Analysis of one role (Regional Sales Manager)<br />Make operational efficiency recommendations based on analysis<br />
    4. 4. Key Recommendation<br />Realign Responsibilities<br />Key Business Insights<br />Software<br />=> Create a Generic Regional Sales Manager Role (not Market specific)<br />What would that role look like?<br />
    5. 5. Key Recommendation<br />Supporting Sales - Retain / Enhance<br />Performance <br />Improvement<br />Performance <br />Management<br />Performance <br />Development<br />Key Business Insights<br />Software<br /><ul><li> Poor Performer Improvement
    6. 6. Poor Performer Exit Management
    7. 7. Absent Performer Management
    8. 8. Pipeline, Leads, Sales
    9. 9. Meetings, reports, admin
    10. 10. Recruitment
    11. 11. Retention
    12. 12. Existing performer enhancement
    13. 13. New performer Induction</li></ul>Travel<br />
    14. 14. Key Recommendation<br />Administration - Remove / Reduce<br />Quality<br />Management<br />Asset <br />Management<br />Breakage<br />Management<br />Key Business Insights<br />Software<br />Expenses &<br />Commission <br />Management<br />Complaint <br />Management<br />Tactical Data<br />Management<br />Travel<br />
    15. 15. All Recommendations<br />Understanding the Savings<br />Priority<br />3<br />2<br />4<br />5<br />1<br />6<br />
    16. 16. All Recommendations<br />Understanding the Savings<br />Most Savings / Efficiencies to be made in Market 1 Team<br />Key Business Insights<br />Software<br />PDAs are at end of life<br />No access to information to encourage sales ownership – CRM and email<br />Administration support least centralised with little outsourced to other departments<br />High level of ‘nuisance’ activity e.g. low level complaint handling<br />
    17. 17. All Recommendations<br />Understanding the Savings<br />Change Initiatives Grouped – Savings Summary<br />!<br />Actual cost savings will be circa 1/3 as activities will be moved to a lower salary band, not eliminated entirely<br />For the purposes of this project, that transferred cost was not calculated<br />
    18. 18. Contact: belinda.brummer@staffbalance.ie <br />Staff Balance Ltd.,<br />National College of Ireland Innovation Centre;<br />Mayor Street, IFSC;<br />Dublin 1, Ireland.<br />www.staffbalance.ie<br />

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