The document provides details on the training program for two Virtual Account Managers (VAMs) named Camila and Alex over a two week period. It includes an extensive schedule of meetings and sessions covering topics like the VAM project objectives, salesforce/atlas training, operations, marketing, and value selling. The goal is to fully prepare the VAMs through hands-on training before they begin making calls to their assigned client portfolios on September 27th. Progress and next steps and will be evaluated at the end of December to determine if the VAM project should be extended.
This document provides a roadmap to guide local committees (LCs) on tracking their program maturity and performance. It outlines recommendations for LCs and their master committees (MCs) based on the LC's planned and achieved program maturity levels. LCs can select their planned maturity level in categories like beginner, intermediate, advanced, and mature. For each maturity level and percentage range of plan achievement, recommendations are provided for actions the LC and MC should take. The roadmap also includes a timeline of key activities and events to guide LCs through the year.
The document discusses setting up a Project Management Office (PMO). It describes the types and value of a PMO, including providing consolidated project status reporting, a common methodology, and competency training. It outlines basic PMO services such as dashboards, methodology management, and project audits. Advanced services include portfolio management, project metrics, and product management for project tools. The document advises implementing PMO services in phases, focusing first on basics like communication, project charters, and processes. It notes common problems like expecting instant adoption and lack of sponsorship, and best practices like change management, quick results, and multi-year support.
PROJECT STORYBOARD: Project Storyboard: Reducing Underwriting Resubmits by Ov...GoLeanSixSigma.com
The document summarizes a project to reduce underwriting resubmits at a bank. Key points:
1) Resubmits were found to be high at 55% due to unfavorable scores and lack of communication on expectations. A new process was implemented where underwriters call bankers after submission to discuss loans.
2) This led to a reduction in resubmits to 20% and cut cycle time by 13 hours and 4 hours per avoided resubmit. Bankers thanked the team for the helpful calls.
3) Further analysis showed many resubmits were due to unfavorable results at the end of the process that could have been caught earlier. Recategorizing data found a high percentage
In our original webinar ‘An Introduction to Project Management’ we looked at the four key stages of a project: Define, Plan, Manage & Review. In this follow-on webinar we will be focussing in on the third stage of ‘Managing a Project’.
In this recorded webinar Jayne McPhillimy will include practical ideas and information about:
Monitoring the Plan
Managing Work Streams
Running Project Meetings
Managing Stakeholders
Project Reporting
This event promises to be an engaging and interactive session where you will learn some valuable tips to help you improve your project management skills.
This webinar is aimed at HR Managers, Senior Business Leaders and Managers.
** PMP® Training: https://www.edureka.co/pmp **
This Edureka tutorial on Project Management Tools & Techniques will give you the list of various tools and techniques, used by the project managers for delivering a successful project. This PPT will help you to learn to the following topics:
1. Project Management Methodologies
2. When to use Project Management Techniques?
3. How to choose the right PM Tools & Techniques?
4. Various Project Management Tools
Project Controls Expo, 13th Nov 2013 - "CREATING CONFIDENCE THROUGH PROJECT C...Project Controls Expo
Introduction
• Financial background
– Chartered accountant
– CFO for a number of transport businesses incl. Heathrow Airport
• Involved with Project Controls for 11 years commencing with start of T5 construction
• MD of LogiKal Projects for the last 4.5 years
This document discusses project management in the automotive industry. It begins with background on the purpose of projects and examples from the automotive sector. It then explains that project management in automotive follows the Lean methodology and PDCA (Plan-Do-Check-Act) cycle. The document outlines the four steps of project management: 1) Plan by setting SMART targets and milestones, 2) Do by executing the project, 3) Check by conducting checks, and 4) Act by standardizing practices and learning from mistakes. Overall, it provides guidance on applying structured project management approaches in the automotive sector.
This document provides a roadmap to guide local committees (LCs) on tracking their program maturity and performance. It outlines recommendations for LCs and their master committees (MCs) based on the LC's planned and achieved program maturity levels. LCs can select their planned maturity level in categories like beginner, intermediate, advanced, and mature. For each maturity level and percentage range of plan achievement, recommendations are provided for actions the LC and MC should take. The roadmap also includes a timeline of key activities and events to guide LCs through the year.
The document discusses setting up a Project Management Office (PMO). It describes the types and value of a PMO, including providing consolidated project status reporting, a common methodology, and competency training. It outlines basic PMO services such as dashboards, methodology management, and project audits. Advanced services include portfolio management, project metrics, and product management for project tools. The document advises implementing PMO services in phases, focusing first on basics like communication, project charters, and processes. It notes common problems like expecting instant adoption and lack of sponsorship, and best practices like change management, quick results, and multi-year support.
PROJECT STORYBOARD: Project Storyboard: Reducing Underwriting Resubmits by Ov...GoLeanSixSigma.com
The document summarizes a project to reduce underwriting resubmits at a bank. Key points:
1) Resubmits were found to be high at 55% due to unfavorable scores and lack of communication on expectations. A new process was implemented where underwriters call bankers after submission to discuss loans.
2) This led to a reduction in resubmits to 20% and cut cycle time by 13 hours and 4 hours per avoided resubmit. Bankers thanked the team for the helpful calls.
3) Further analysis showed many resubmits were due to unfavorable results at the end of the process that could have been caught earlier. Recategorizing data found a high percentage
In our original webinar ‘An Introduction to Project Management’ we looked at the four key stages of a project: Define, Plan, Manage & Review. In this follow-on webinar we will be focussing in on the third stage of ‘Managing a Project’.
In this recorded webinar Jayne McPhillimy will include practical ideas and information about:
Monitoring the Plan
Managing Work Streams
Running Project Meetings
Managing Stakeholders
Project Reporting
This event promises to be an engaging and interactive session where you will learn some valuable tips to help you improve your project management skills.
This webinar is aimed at HR Managers, Senior Business Leaders and Managers.
** PMP® Training: https://www.edureka.co/pmp **
This Edureka tutorial on Project Management Tools & Techniques will give you the list of various tools and techniques, used by the project managers for delivering a successful project. This PPT will help you to learn to the following topics:
1. Project Management Methodologies
2. When to use Project Management Techniques?
3. How to choose the right PM Tools & Techniques?
4. Various Project Management Tools
Project Controls Expo, 13th Nov 2013 - "CREATING CONFIDENCE THROUGH PROJECT C...Project Controls Expo
Introduction
• Financial background
– Chartered accountant
– CFO for a number of transport businesses incl. Heathrow Airport
• Involved with Project Controls for 11 years commencing with start of T5 construction
• MD of LogiKal Projects for the last 4.5 years
This document discusses project management in the automotive industry. It begins with background on the purpose of projects and examples from the automotive sector. It then explains that project management in automotive follows the Lean methodology and PDCA (Plan-Do-Check-Act) cycle. The document outlines the four steps of project management: 1) Plan by setting SMART targets and milestones, 2) Do by executing the project, 3) Check by conducting checks, and 4) Act by standardizing practices and learning from mistakes. Overall, it provides guidance on applying structured project management approaches in the automotive sector.
Pritam Paul has over 4 years of experience in procurement, strategic sourcing, and spend analysis. He has worked with various companies handling categories like raw materials, logistics, IT, and facilities. Some of his key responsibilities include spend analysis, managing sourcing events, negotiating with suppliers, and contract management. He is proficient with tools like SAP SRM, Ariba, and GPS. Pritam aims to leverage his skills and experience to contribute to organizational goals.
Testamatol is a physical exercise supplement that claims to be 100% safe and effective for extended use, based on user feedback. No side effects have ever been reported from using this formula. While physical exercise supplements have received media attention, Testamatol is currently only available from online retailers through a 120-day free trial offer. Supplies are limited due to high demand, so customers are encouraged to order now before bottles sell out.
This document promotes sealcoating services for parking lots provided by Louisville Sealcoat Co. It states that without regular maintenance, parking lots will deteriorate over time. Sealcoating protects asphalt from sunlight, weather, chemicals and water, and can extend the life of asphalt by up to 10 years. Maintaining and protecting asphalt surfaces through sealcoating makes good business sense for property owners.
We offer Product Transformation Analytics to customers to enable faster innovation and deeper actionable insights into product data. The presentation will give you a brief overview.
Este documento proporciona instrucciones paso a paso para ingresar datos en el sistema contable Concar, incluyendo cómo registrar una nueva empresa, clientes, proveedores, asientos contables de apertura, ventas, compras y costo de ventas. También explica cómo obtener los archivos de Concar para transferir los datos al PDT 3500 de la SUNAT.
Congratulations once again to 10 selected teams!
Program kick-off is on August 1st, 2016 and Demo Day is on November 15th, 2016.
Check out Blog post about Selection Days 2016 here: http://www.startupbootcamp.org/blog/2016/06/10-startups-joining-startupbootcamp-istanbul-class-of-2016-revealed/
O documento fornece sugestões e serviços para novos produtos cosméticos, incluindo a apresentação de ativos, formulações, textos de registro, dossiês técnicos, planilhas de custo, informações sobre matérias-primas e compromisso de fornecimento e estoque.
Caldas es uno de los 32 departamentos de Colombia ubicado en la región central del país. Limita con los departamentos de Antioquia, Cundinamarca, Boyacá, Risaralda y Tolima. Su capital y ciudad más grande es Manizales. Algunos de los principales atractivos turísticos de Caldas incluyen los parques nacionales naturales Los Nevados y Selva de Florencia, el Cristo de Belalcázar, las ciudades de Manizales, La Dorada, Aguadas y Salamina.
Este documento presenta una evaluación pedagógica para estudiantes de educación preescolar. La evaluación cubre cinco áreas principales: sensopercepciones, pensamiento matemático, lenguaje y comunicación, y desarrollo psicomotor. Dentro de cada área, se evalúan diferentes habilidades y se asignan calificaciones de A, B o C para indicar el nivel de desarrollo del estudiante. La evaluación inicial se comparará con una reevaluación final para medir el progreso del estudiante.
Documento de trabajo foro enviado a los docentes primariopsicoadrian10
Este documento presenta tres escenarios para discutir cómo implementar un currículum evangelizador en el ciclo lectivo 2011 en dos escuelas católicas. El primer escenario trata sobre definir los contenidos prioritarios y articular lo pedagógico con lo pastoral. El segundo escenario propone como eje transversal el lema "Ojos abiertos, corazones solidarios" y proyectos de aprendizaje servicio. El tercer escenario aborda cómo integrar los contenidos de Educación Sexual Integral manteniendo la visión cristiana de las escuel
Die parallele Nutzung von TV und Online verändert den Umgang mit Medien und damit die Werbe- und Handelslandschaft fundamental. Die Kommunikation über internetfähige Endgeräte steht weltweit hoch im Kurs und Fakt ist schon jetzt: Multiscreen, das neue Second Screen, ist längst keine Zukunftsmusik mehr sondern Alltag vieler Nutzer. Immerhin sind laut BVDW 49 Prozent der Deutschen zeitweise online, während sie TV schauen. Die Gerätenutzung findet heute überwiegend auf vier Screens simultan statt, wobei diese unterschiedliche Funktionen erfüllen: Das Smartphone als permanenter Begleiter, das Tablet der "Couch-Companion", das Notebook als Informationsdienstleister und der Fernseher zur Unterhaltung.
Viele Screens bedeuten viele Optionen sowohl für die Zuschauer als auch für Marketingentscheider und Fernsehmacher – verbunden mit dem Kampf um Aufmerksamkeit. So heißt es für Marken, Händler und TV Sender, die mediale und kreative Werbeansprache sowie die bisherigen Kommunikations- und Mediapläne in Frage zu stellen. Das Zusammenspiel der Bildschirme bietet enormes Potenzial für crossmediale Konzepte und bringt neue Chancen für Werbung und Commerce:
•Wie lässt sich Second Screen werblich und kommerziell optimal nutzen?
•Mit welchen Inhalten und Formaten spricht man Parallelnutzer verschiedener Bildschirme richtig an?
•Welche Anforderungen für Markenstrategie und Design sind mit der veränderten Mediennutzung verbunden?
•Wie gelingt im Social TV die Interaktion mit den Zuschauern in Echtzeit?
•Wie muss die Customer Journey über alle Devices bei Online Shops gestaltet werden?
Tauchen Sie am 25. März 2014 ein in die dynamische Multi-Screen-Welt und nehmen Sie Impulse, wertvolle Erkenntnisse und hilfreiche Handlungsempfehlungen für Ihre digitale und konvergente Kommunikations- und Handelsstrategie mit.
Este documento presenta un vocabulario de términos informáticos en español e inglés. Incluye definiciones breves de palabras clave como antivirus, aplicación, bit, chip, computadora, archivo, carpeta, hardware, disco duro, icono, impresora, instalar, placa madre, sistema operativo, programa, software, USB. El documento fue creado por tres estudiantes para su clase de inglés y trata sobre términos básicos de computación.
1) A história urbana em Portugal é um campo de estudo pouco desenvolvido, com muitas lacunas de conhecimento.
2) Recentemente, tem havido um maior interesse pela história urbana, com mais investigações, publicações e iniciativas a nível local.
3) No entanto, a história urbana permanece uma área menor de estudo nas universidades portuguesas, com poucos historiadores urbanos e falta de cursos e instituições dedicadas especificamente a este campo.
Este documento presenta los servicios de outsourcing de recursos humanos de Digital Management Services, incluyendo el procesamiento de nómina, administración de personal, soluciones de remuneración flexible y control de contratistas. La compañía ofrece estandarización de procesos, reducción de costos, asesoría legal permanente y tecnología web para administrar de manera efectiva la información de los empleados de sus clientes.
El documento analiza el sitio web TripAdvisor, el cual tiene como objetivo principal comunicar la oferta turística existente en diferentes destinos a través de las experiencias de usuarios, para que los turistas puedan tomar mejores decisiones. TripAdvisor brinda beneficios tanto a las empresas turísticas que se promocionan en el sitio como a los turistas, quienes obtienen información gratuita. El documento describe las características, historia, políticas y requisitos de TripAdvisor.
Este documento presenta el plan de estudios de la carrera de Contador Público de 4 años de duración en la Universidad Católica Argentina. El plan incluye asignaturas de economía, matemática, administración, contabilidad, derecho e impuestos distribuidas a lo largo de los 4 años. El objetivo es que los estudiantes obtengan los conocimientos necesarios para desempeñarse como contadores públicos y cumplir con los 330 créditos requeridos para el título.
PulseCheck 2016 | How we built new customer success organizational structure...Gainsight
PulseCheck is the largest live streaming event in the Customer Success community, delivered right to your screen -- free of charge. We’ll cut out everything but the most actionable real-world applications for you and your entire customer-facing team. What’s left are eight 40-minute sessions from some of the most elite minds in Customer Success.
Creating a team or plan requires a framework executives can relate to. By framing your goals into a V2MOM, explaining your goals in terms of Vision, Values, Methods, Obstacles and Measures, you will be able to evaluate your success on a quarterly basis and across all teams.
Inside Gainsight’s New Post-Sales Structure: Reorganizing the Team to Drive C...Gainsight
In this webinar, Allison Pickens, Gainsight's VP of Customer Success, will give you a detailed explanation of our new org chart as well as the philosophy behind the changes. She'll offer strategies on how to apply these principles and tactics to your own Customer Success team.
Pritam Paul has over 4 years of experience in procurement, strategic sourcing, and spend analysis. He has worked with various companies handling categories like raw materials, logistics, IT, and facilities. Some of his key responsibilities include spend analysis, managing sourcing events, negotiating with suppliers, and contract management. He is proficient with tools like SAP SRM, Ariba, and GPS. Pritam aims to leverage his skills and experience to contribute to organizational goals.
Testamatol is a physical exercise supplement that claims to be 100% safe and effective for extended use, based on user feedback. No side effects have ever been reported from using this formula. While physical exercise supplements have received media attention, Testamatol is currently only available from online retailers through a 120-day free trial offer. Supplies are limited due to high demand, so customers are encouraged to order now before bottles sell out.
This document promotes sealcoating services for parking lots provided by Louisville Sealcoat Co. It states that without regular maintenance, parking lots will deteriorate over time. Sealcoating protects asphalt from sunlight, weather, chemicals and water, and can extend the life of asphalt by up to 10 years. Maintaining and protecting asphalt surfaces through sealcoating makes good business sense for property owners.
We offer Product Transformation Analytics to customers to enable faster innovation and deeper actionable insights into product data. The presentation will give you a brief overview.
Este documento proporciona instrucciones paso a paso para ingresar datos en el sistema contable Concar, incluyendo cómo registrar una nueva empresa, clientes, proveedores, asientos contables de apertura, ventas, compras y costo de ventas. También explica cómo obtener los archivos de Concar para transferir los datos al PDT 3500 de la SUNAT.
Congratulations once again to 10 selected teams!
Program kick-off is on August 1st, 2016 and Demo Day is on November 15th, 2016.
Check out Blog post about Selection Days 2016 here: http://www.startupbootcamp.org/blog/2016/06/10-startups-joining-startupbootcamp-istanbul-class-of-2016-revealed/
O documento fornece sugestões e serviços para novos produtos cosméticos, incluindo a apresentação de ativos, formulações, textos de registro, dossiês técnicos, planilhas de custo, informações sobre matérias-primas e compromisso de fornecimento e estoque.
Caldas es uno de los 32 departamentos de Colombia ubicado en la región central del país. Limita con los departamentos de Antioquia, Cundinamarca, Boyacá, Risaralda y Tolima. Su capital y ciudad más grande es Manizales. Algunos de los principales atractivos turísticos de Caldas incluyen los parques nacionales naturales Los Nevados y Selva de Florencia, el Cristo de Belalcázar, las ciudades de Manizales, La Dorada, Aguadas y Salamina.
Este documento presenta una evaluación pedagógica para estudiantes de educación preescolar. La evaluación cubre cinco áreas principales: sensopercepciones, pensamiento matemático, lenguaje y comunicación, y desarrollo psicomotor. Dentro de cada área, se evalúan diferentes habilidades y se asignan calificaciones de A, B o C para indicar el nivel de desarrollo del estudiante. La evaluación inicial se comparará con una reevaluación final para medir el progreso del estudiante.
Documento de trabajo foro enviado a los docentes primariopsicoadrian10
Este documento presenta tres escenarios para discutir cómo implementar un currículum evangelizador en el ciclo lectivo 2011 en dos escuelas católicas. El primer escenario trata sobre definir los contenidos prioritarios y articular lo pedagógico con lo pastoral. El segundo escenario propone como eje transversal el lema "Ojos abiertos, corazones solidarios" y proyectos de aprendizaje servicio. El tercer escenario aborda cómo integrar los contenidos de Educación Sexual Integral manteniendo la visión cristiana de las escuel
Die parallele Nutzung von TV und Online verändert den Umgang mit Medien und damit die Werbe- und Handelslandschaft fundamental. Die Kommunikation über internetfähige Endgeräte steht weltweit hoch im Kurs und Fakt ist schon jetzt: Multiscreen, das neue Second Screen, ist längst keine Zukunftsmusik mehr sondern Alltag vieler Nutzer. Immerhin sind laut BVDW 49 Prozent der Deutschen zeitweise online, während sie TV schauen. Die Gerätenutzung findet heute überwiegend auf vier Screens simultan statt, wobei diese unterschiedliche Funktionen erfüllen: Das Smartphone als permanenter Begleiter, das Tablet der "Couch-Companion", das Notebook als Informationsdienstleister und der Fernseher zur Unterhaltung.
Viele Screens bedeuten viele Optionen sowohl für die Zuschauer als auch für Marketingentscheider und Fernsehmacher – verbunden mit dem Kampf um Aufmerksamkeit. So heißt es für Marken, Händler und TV Sender, die mediale und kreative Werbeansprache sowie die bisherigen Kommunikations- und Mediapläne in Frage zu stellen. Das Zusammenspiel der Bildschirme bietet enormes Potenzial für crossmediale Konzepte und bringt neue Chancen für Werbung und Commerce:
•Wie lässt sich Second Screen werblich und kommerziell optimal nutzen?
•Mit welchen Inhalten und Formaten spricht man Parallelnutzer verschiedener Bildschirme richtig an?
•Welche Anforderungen für Markenstrategie und Design sind mit der veränderten Mediennutzung verbunden?
•Wie gelingt im Social TV die Interaktion mit den Zuschauern in Echtzeit?
•Wie muss die Customer Journey über alle Devices bei Online Shops gestaltet werden?
Tauchen Sie am 25. März 2014 ein in die dynamische Multi-Screen-Welt und nehmen Sie Impulse, wertvolle Erkenntnisse und hilfreiche Handlungsempfehlungen für Ihre digitale und konvergente Kommunikations- und Handelsstrategie mit.
Este documento presenta un vocabulario de términos informáticos en español e inglés. Incluye definiciones breves de palabras clave como antivirus, aplicación, bit, chip, computadora, archivo, carpeta, hardware, disco duro, icono, impresora, instalar, placa madre, sistema operativo, programa, software, USB. El documento fue creado por tres estudiantes para su clase de inglés y trata sobre términos básicos de computación.
1) A história urbana em Portugal é um campo de estudo pouco desenvolvido, com muitas lacunas de conhecimento.
2) Recentemente, tem havido um maior interesse pela história urbana, com mais investigações, publicações e iniciativas a nível local.
3) No entanto, a história urbana permanece uma área menor de estudo nas universidades portuguesas, com poucos historiadores urbanos e falta de cursos e instituições dedicadas especificamente a este campo.
Este documento presenta los servicios de outsourcing de recursos humanos de Digital Management Services, incluyendo el procesamiento de nómina, administración de personal, soluciones de remuneración flexible y control de contratistas. La compañía ofrece estandarización de procesos, reducción de costos, asesoría legal permanente y tecnología web para administrar de manera efectiva la información de los empleados de sus clientes.
El documento analiza el sitio web TripAdvisor, el cual tiene como objetivo principal comunicar la oferta turística existente en diferentes destinos a través de las experiencias de usuarios, para que los turistas puedan tomar mejores decisiones. TripAdvisor brinda beneficios tanto a las empresas turísticas que se promocionan en el sitio como a los turistas, quienes obtienen información gratuita. El documento describe las características, historia, políticas y requisitos de TripAdvisor.
Este documento presenta el plan de estudios de la carrera de Contador Público de 4 años de duración en la Universidad Católica Argentina. El plan incluye asignaturas de economía, matemática, administración, contabilidad, derecho e impuestos distribuidas a lo largo de los 4 años. El objetivo es que los estudiantes obtengan los conocimientos necesarios para desempeñarse como contadores públicos y cumplir con los 330 créditos requeridos para el título.
PulseCheck 2016 | How we built new customer success organizational structure...Gainsight
PulseCheck is the largest live streaming event in the Customer Success community, delivered right to your screen -- free of charge. We’ll cut out everything but the most actionable real-world applications for you and your entire customer-facing team. What’s left are eight 40-minute sessions from some of the most elite minds in Customer Success.
Creating a team or plan requires a framework executives can relate to. By framing your goals into a V2MOM, explaining your goals in terms of Vision, Values, Methods, Obstacles and Measures, you will be able to evaluate your success on a quarterly basis and across all teams.
Inside Gainsight’s New Post-Sales Structure: Reorganizing the Team to Drive C...Gainsight
In this webinar, Allison Pickens, Gainsight's VP of Customer Success, will give you a detailed explanation of our new org chart as well as the philosophy behind the changes. She'll offer strategies on how to apply these principles and tactics to your own Customer Success team.
How We Reorganized Our Entire Post-Sales OrganizationGainsight
The document discusses Gainsight's new customer success organizational structure and provides a methodology for defining organizational charters. It shares that Gainsight reorganized into three departments focused on client outcomes, onboarding, and technical success. It also provides templates for defining missions, metrics, costs, activities, risks, and dependencies for each organizational function. Sample charters for client managers and customer success architects are included to illustrate how to apply the methodology.
Successful Customer Communications Strategies in 8 Steps and 2 Case StudiesVivastream
This document outlines an 8-step process for developing a successful customer communications strategy along with two case studies. The 8 steps include: knowing objectives and metrics, conducting a communications audit, listening to customers, determining customer segmentation, plotting the customer lifecycle, defining messaging, setting an implementation roadmap, and refinement. The case studies describe how DIRECTV built a new customer onboarding strategy and how CLEAR developed a communications program. An effective strategy focuses on retention, uses data to personalize interactions, and allows testing and adaptation to maximize results.
The document provides guidance on developing an Account-Based Marketing (ABM) charter. It emphasizes that a proper charter is important for aligning stakeholders and setting expectations for an ABM program. The charter should define key areas including the opportunity statement, objectives, program vision, critical success factors, account selection criteria, and how success will be measured. Account selection criteria may vary depending on whether the ABM approach targets a few large accounts or many accounts. The charter gives the organization a framework to evaluate the impact and guide the execution of the ABM program.
Vineet Malu is an experienced IT Project Manager and Scrum Master with over 12 years of experience successfully leading diverse technology projects across several industries. He has expertise in agile, waterfall and KANBAN methodologies and is skilled in software development, requirements analysis, testing, and project management. The document provides details on Vineet Malu's work history, qualifications, areas of expertise, and achievements in project management roles.
This document contains the resume of Deepak Jain, who has over 21 years of experience in project management, business transformation, banking, financial services, and consumer goods. He has delivered over $20 million in business value through transformation projects and supply chain management. Currently he is an Assistant Vice President of Strategy and Execution at Mashreq Private Banking in Dubai. The resume lists his educational qualifications and certifications, employment history highlighting achievements across various roles, and annex with details of key assignments and responsibilities.
Ravi Khanchandani has over 9 years of experience in operations and asset servicing roles at Nomura Services and Lehman Brothers, including managing teams and analyzing risks and processes. He has a background in corporate actions processing and collateral management, and is seeking a challenging role in investment banking or retail banking involving process improvements and risk analysis. His experience includes automating processes, implementing new systems, and managing teams to improve efficiency.
This document provides a summary of Meghna Vinay Mulgaonkar's professional experience and qualifications. It details her current role as an IQ BPO Manager at Maersk Global Service Center & Maersk Line India Pvt. Ltd, where she has worked since 2011 to maintain invoice accuracy levels and identify risks. Prior to this, she held roles in disputes resolution and quality control analysis. The document also lists her educational qualifications and courses completed during her 10 years of work experience in finance and accounting.
Don’t know where to start when setting up your admin roles in BlackLine? Wondering how to save hours every year when reviewing your profiles and roles? Want to know what auditors really need when they inquire on user permissions and roles? Then you’ll need to view our slides and understand the key tools and techniques to ease yourself into BlackLine implementation. We’ll cover the key aspects and give you 5 proven best practices that you can use immediately.
This document is a resume for Asadullah Khan highlighting his experience in operations management and client management roles over 10+ years. It lists his core skills including client management, SLA management, and operations management. It then details his professional experience starting from 2010 working at EXL Service in Noida, India in various operations roles managing teams and ensuring targets are met. It provides specifics of projects he has led and accomplishments such as improving a client's rank and conceptualizing performance improvement contests. Earlier experience working in customer service, marketing, and sales roles is also summarized.
Kuber Hagedhal has over 13 years of experience in finance, accounting, and operations management. He is currently a Senior Delivery Manager at IBM India, where he manages the general ledger process for a large FMCG client. He aims to take on a leadership role in accounting or business controls at a BPO or IT company. He has expertise in areas like financial reporting, business controls, quality assurance, and process optimization.
Key Account Management - Quarterly Research. In this research report, we review 3 case studies of key account management deployments and discuss various elements of success and failure. A presentation by Sales Benchmark Index.
This document provides an overview and resources related to venture capital topics. It begins with an introduction and table of contents. Then it covers the following sections in detail: Sourcing & Due Diligence, Product-Market Fit, KPIs and Unit Economics, Market Sizing, Valuation, Term Sheets & Financing, VC Exits, and Fund Operations. For each section, it provides a high-level summary and lists relevant article and podcast resources for further learning. The goal of the Harlem Capital Syllabus is to synthesize common VC topics and share helpful resources for those seeking to learn more about venture capital.
This document contains a summary of Kinshuk Bardhan's professional experience and qualifications. It outlines his 21 years of experience in finance consulting, including 11 years with IBM working on SAP projects as a project manager. It provides details on 4 major projects he led as project manager in the last 6 years. It also lists his educational background and employment history with various organizations. Significant projects he has worked on at IBM are described, highlighting his roles and responsibilities as project manager or service delivery manager.
Why Your Customer HealthScore is Useless and How to Overcome ItBoaz S. Maor
Customer Health Score (CHS) is a common and helpful metric for Customer Success Managers (CSM). But, it is insufficient to address opportunities and challenges with your customers. Why? Because it focuses on the vendor-customer relationship and fails to assess the maturity of the customer in running their business.
This is why Ralf Wiggten and I recently coined the term Customer Maturity Index (CMI) and developed a methodology for its calculation. Combining CMI with CHS provides the clarity needed for effective playbooks to maximize both the customer’s success and yours from the relationship.
This presentation explores the short-comings of common Customer Health Scores, provides the case for Customer Maturity Index, details a suggested methodology for CMI development within a company and provides practical tools for such development.
Prasoon Patra has over 14 years of experience in operations, customer service, sales, and quality management. He is currently an AVP Operations, managing multiple sites in India and the UAE. Previously, he held managerial roles at John Keells BPO, vCustomer, HSBC, and Baxy Infosol. Prasoon has a B.Com degree and professional certifications in sales coaching, teleselling skills, Six Sigma Green Belt, and project management. He aims to join a stable company that inspires innovation for all stakeholders.
1. | 1
v
$24M Virtual Account Management
Project
Val Misra, US Senior Strategy Manager / Senior Project Manager
November 2016
2. | 2
Content
1. Background
2. Objectives
3. Deliverables
4. Functional Impact Assessment
5. Risks Identification & Assessment
6. VAM Project – High Level Plan
7. 4 VAM Portfolios
8. Measures of Success
9. Training Program for VAMs
10. VAM Accounts Call Brief
11. Sales-force Call Events Process
12. VAM Project Process & Analytics
13. Next Steps
3. | 3
Background
The Need To Manage The Long Tail/Unmanaged Accounts of the US TravelBound Business
1. A detailed analysis of the TravelBound business conducted in Q1 2015 revealed that there is a
large number of very small clients in our base that generate TTV/Revenue on a fixed, recurring
basis
2. The current account management model is based on face to face BDM roles that split the
accounts by territory
3. This model proved insufficient to cover effectively the whole base, creating a long tail of clients that
are effectively unmanaged (4,239 unmanaged accounts generating $24M TTV/Revenue annually)
4. Recommend to execute an Inside Sales function to manage all clients currently identified as
belonging to the unmanaged ‘Long Tail’ of our client base
5. Analysis of size and potential of clients identified what clients should be managed by the Inside
Sales function
6. There are enough clients to create 4 VAM portfolios
7. The project and the team that will ensue from it have been recently renamed Virtual Account
Management (yet to be confirmed)
4. | 4
Objectives
Q: Why Do We Need A Virtual Account Management Project?
1. The Primary Objective of the VAM Project is to a be a ‘A/B Test’ or ‘Proof of Concept’ for the VAM
function for US TravelBound and increase TTV/Revenues for the ‘Long Tail’ Accounts
• The function will be run on a pilot basis only on two portfolios (pilot group)
• Two other portfolios (control group) will be left unmanaged
• At the end of the pilot, results will be compared between the pilot and control group
• A decision will be made on whether to progress to full implementation mode or whether the
pilot should be ended
2. The Secondary Objective of the Project is to prove the concept and build on the learnings with the
intention of replicating this model to other regions (S. America, Europe, Australia)
Out Of Scope
This Project will not manage the VAM team moving forward on a BAU basis.
Once the Project is Successful:
1. A TL for VAM team will be hired
2. The 2 BDMs will be moved to the TL
3. The TL will hire 2 additional BDMs
5. | 5
Deliverables
Q: What Are We Setting To Achieve With The Virtual Account Management Project?
Work Stream Deliverable What it does
Organization
Create the VAM pilot
team
Hire, onboard, set up two VAM pilot BDMs
Office infrastructure Space for VAM BDM
Create in a future proof manner thinking of need for extra two BMDs
and for TL
Salesforce Set up of VAM in SF Setting up of BDMs, clients, end to end process, trigger setting
Telephony
Set up VAM team with
telephony solution
Identify best telephony solutions, set up and integrate to SF
Marketing VP alignment
Define what we sell, what is the value proposition of what we sell and
whether we need to create call briefings
Commercial
Criteria to be an VAM
client
Define clear criteria on when a client should be managed remotely and
when it should be managed face to face. Decide how often review
should be made to move clients from one channel to another
Reporting and
Insights
Set up a Customer
Insights function
Understand what clients to call, what conversations to have, space to
capture call data in SF, process to utilise call data with other data in
order to create more insights and more calls
Evaluation and
Deployment
Evaluate success of pilot
and decide on set up of
Define measures of success, measure KPIs, evaluate results, decide
whether to stop pilot, continue pilot but differently or to move to full
6. | 6
Functional Impact Assessment
Q: What Impact Does The Implementation of VAM Project Have On Different Business Functions?
Function Impact Severity Mitigating Action
SPD
Changes in SF and maintenance of
ongoing VAM project
Low
Client accounts to be updated with
BDM coverage
Sales
Alert Sales teams of new BDMs and
SF update in process
Med-Low
Send out email alert to Sales teams
with updates
Marketing
Develop new strategies to target
smaller accounts (long tail)
Low
Marketing to understand new clients
and tailor strategy
Revenue
Management
Greater options for existing
accounts and new price models
Med-Low
Alert revenue management team of
new client accounts in focus
Operations
May have new small account issues
to handle, especially for host clients
Low Alert operations in advance
HR Hiring, on-boarding 2 new BDMs High-Med
Decision: new hires, contract,
internal lateral shift or secondment
IT
Updates in SF, Atlas, CBS (if project
is successful)
Low
On-Going platform updates as client
accounts progress
7. | 7
Risks Identification & Assessment
Q: What Are The Potential Risks For The Project And On Possible Mitigating Actions?
Risk Description Impact Probability Mitigating action
Not Having The
Team In Time
There is the risk that recruitment
may take longer than expected in
order to find the right type of people
H M
Start recruiting now
Try and find internal candidates
where possible, also on
secondment basis
Consider agency personnel?
Project Goal
Definitions
There is the risk that Senior
Management and the US Sales
team may not always be aligned on
Project Objectives (A/B Test vs.
Only Business Results)
H M
Have weekly meetings between
Senior Management and US Sales
team for strategic alignment,
message and feedback
Global Project
Alignment &
Coordination
There is the risk that Senior
Management in the UK and US may
not align on many key Project
issues
H H
Have monthly Steering Meeting to
brief UK/US Senior Management
and align on strategic direction,
issues and feedback
Technology
There is a risk that setting up the
required New Forms and Process in H M
Start working on Sales-force forms
immediately for planning and
8. | 8
WORKSTREAMS
AND
ACTIVITIES
Set
up
project
governance
Data
and
scoping
Feasibility
assessment
Organization
Office
Infrastructure
IT
Infrastructure
Telephony
Marketing
Commercial
Reporting
and
Insights
Evaluation
and
next
phase
JAN FEB
2017
APR MAY
2016
MARAPR MAY JUN JUL AUG SEP OCT NOV DEC
VAM Project - High Level Plan
Overall Status: Project is proceeding ‘Well’ as per schedule
Milestones Achieved:
1. US Senior Manager SPD hired – Val (Completed)
2. 2 VAMs hired – Alex and Camila (Completed)
3. 2 VAMs’ training program completed in US and London (New)
4. 4 VAM Portfolios completed (New)
5. First ‘VAM Account Calls’ started Wednesday 27th September 2016 (New)
6. Have a Go-No Go decision at the end of December 2016 for project extension (Future)
7. Have Final US VAM Project results by May 2017 (Future)
First
call
Go-‐No
go
decision
Final
decision
9. | 9
4 VAM Portfolios
4,239 Unmanaged Accounts to be Split into 4 Portfolios with 950 Accounts Each
Analysis:
1. TravelBound Account types: (i) Strategic Accounts (SAM): Most important to business TTV>$100K
(ii) BDM Accounts: $20K<TTV<$100K, (iii) VAM Accounts: TTV<$20K, (d) Host Accounts: Work
from home model, biggest opportunity, (e) Independent Accounts: Work independently of Consortia
3. Criteria for 4 Portfolios: Even balance of no. of accounts and TTV across Portfolios, Importance to
TravelBound business, Client IDs tied to SAM Accounts kept in same portfolio
3. Each of 4 Portfolios contains approx. 948 accounts and $5.8M TTV 2015 (Departures)
4. TravelBound Priority Accounts (tied to SAM/Host) strategically placed into Portfolios 1 & 2 (managed)
5. Portfolio 1: Camila managed, Portfolio 2: Alex managed, Portfolios 3 & 4: Unmanaged
No. CCC
Support
Accounts
In Scope
(Unmanaged)
Accounts’
Profile
Account
Types
VAM Covered
Accounts
Total
Accounts’
2015 €TTV
Total
Accounts’
2015 £TTV
Total
Accounts’
2015 $TTV
4,239
< $20K 2015
$TTV
SAM,
Host,
BDM,
Independent
All Account
Types at Client
Branch Level
€23.23M £19.75M $24.25M
10. | 10
Measures of Success
How Are We Going To Measure The Success Of The VAM Project?
Item Number Analytical Measure
1. TTV of Pilot Group > TTV of Control Group by X% during the Pilot Period
2. TTV of Pilot Group in 2016 > TTV of Pilot Group in 2015 by X%
3. TTV of Whole TB Business in 2016 > TTV of Whole TB Business in 2015
4. RN of Pilot group > RN of Control Group by X% during the Pilot Period
5. RN of Pilot group in 2016 > RN of Pilot Group in 2015 by X%
6. RN of Whole TB Business in 2016 > RN of Whole TB Business in 2015
7. Net Margin % of Pilot vs. Control Group? Contribution of TB YOY Comparison?
8. Client Feedback? Virtual Account Manager? Customer Survey? Using of NPS?
11. | 11
Training Program for VAMs
Status: Completed
Monday
29/8 Tuesday
30/8 Wednesday
31/8 Thursday
1/9 Friday
2/9 Monday
5/9 Tuesday
6/9 Wednesday
7/9 Thursday
8/9 Friday
9/9 Saturday
10/9
Camila
Monday
12/9
Camila
Tuesday
13/9
Camila
Wednesday
14/9
Camila
Thursday
15/9
Camila
Friday
16/9
Alex
Monday
12/9
Alex
Tuesday
13/9
Alex
Wednesday
14/9
Alex
Thursday
15/9
Alex
Friday
16/9
Camila
Monday
19/9
Camila
Tuesday
20/9
Camila
Tuesday
21/9
Camila
Wednesday
22/9
Camila
Thursday
23/9
Camila
Friday
24/9
Alex
Monday
19/9
9:00-‐9:30
9:30-‐10:00
10:00-‐10:30
Meet
with
Greta
Van
Houtven
10:30-‐11:00
Meet
with
Flavia
Alzetta
11:00-‐11:30
11:30-‐12:00
12:00-‐12:30 LUNCH LUNCH LUNCH LUNCH LUNCH
12:30-‐1:00
1:00-‐1:30
1:30-‐2:00
2:00-‐2:30
2:30-‐3:00
3:00-‐3:30
3:30-‐4
4:00-‐4:30
4:30-‐5
5:00-‐5:30
**VAM
Project
Objectives,
Portfolios
Overview
with
Val
Misra
Atlas
Training
with
Samy
Menashy
RBS
Training
with
Patrick
Creary
Marketing
Training
with
Carmen
Cedeno
Marketing
Training
with
Bob
Ward
LUNCH LUNCH LUNCH
Operations
Training
with
Teisha
Seales
Operations
Training
with
Michelle
FindlayVAM
Individual
Review
of
Training
Sessions
Online
CVP
Training
(Double
Check
With
Stephanie
-‐
online
tool)
LUNCHLUNCH LUNCH
Sourcing
Training
with
Laura
Humanez
VAM
Individual
Review
of
Training
Sessions
VAM
Individual
Review
of
Leon
New
York
Time
/Date
Operations
Training
with
Stephanie
DiNatale
Meet
with
Roberta
Rampazzo
(Zoom)
Value
Selling
Training
Day
2
Salesforce/Atlas
Training
with
Kati
Rautanen
(Zoom)Operations
Training
with
Gina
Cummings
CVP
Training
with
Stephanie
Hultin
(Zoom)
Meet
with
London
SPD
Team-‐
Vikram
VAMs
Fly
Lon-‐-‐>NYLUNCH
Presentation
&
Telephony
Skills
Training
Value
Selling
Training
Day
1
London
US
HOLIDAY
VAMs
Fly
NY-‐-‐>Lon
Roberta
Rampazzo
Morning
Breakfast
8am
Value
Selling
Training
Day
1
9am
Value
Selling
Training
Day
2
LUNCH
Camila
Meet
with
Debbie
Donovan
(1)
Camila
Meet
with
James
Phillips
(1)
Alex
Meet
with
Tommy
Ryder
(2)
Alex
Meet
with
Debbie
Donovan
(2)
New
York New
York
Camila
Meet
with
Tommy
Ryder
(1)
Alex
Fly
NY-‐-‐>Pittsb
Alex's
Shadow
a
BDM
with
Linda
Heckman
in
Pittsburgh
Camila
Meet
with
Aimie
Johnson
(1)
LUNCH
Camila
Meet
with
Grant
Hayes
(1)
LUNCH LUNCH LUNCH
Camila's
Portfolio
Accounts
with
Val
(1)
Camila
Meet
with
Michele
Keally
(1)
Camila
Fly
NY-‐-‐>
DC
Camila's
Shadow
a
BDM
with
Debbie
Spatola
in
Washington
DCLUNCH
Alex
Meet
with
Michele
Keally
(2)
Alex
Meet
with
Aimie
Johnson
(2)
Alex
Meet
with
Grant
Hayes
(2)
Alex
Meet
with
James
Phillips
(2)
Alex
Portfolio
Accounts
with
VAL
(2)
LUNCH
US Meetings /
Inductions
US Sales Team (VP Sales & Marketing US/Senior Management, SAMs, Shadow a BDM 2 Days),
Operations, Marketing, CVP Training, Sourcing, Finance, Atlas/SalesForce Training, Leon Courses
Training
London Meetings /
Inductions
SVP Global Sales & Marketing, London SPD Team, Webtrends Training,
Value Selling Training 2 Days, SIP Training
• 3 Week Intensive Program with firm-wide departments (New York & London) created and deployed
12. | 12
VAM Accounts Call Brief
Status: Completed
Example TIPS
1
Hi
'Agent
name',
my
name
is
____________and
I
am
calling
from
Travel
Bound.
How
are
you?
.....I
am
your
new
Virtual
Account
Manager.
Do
you
have
a
quick
minute
to
go
over
your
account?
If
Yes?
(Proceed
with
Step
2)
If
No
follow
step
below
)
1.1
Use
Agent
name
if
available
Use
a
warn
positive
welcome
tone
Tell
them
why
you’re
calling
Be
ready
to
answer
questions
about
your
role
(what
is
a
VAM?)
How
much
do
you
know
about
TB?
1.1
Scenario
1
Great.
Agent
name
,
I
know
you’re
busy.
I’m
just
trying
to
check
your
calendar
availability
next
week
to
see
when
you
have
5-‐10
minutes
for
a
quick
call.
Scenario
2
Thanks
for
your
time,
Agent
name,
can
we
schedule
a
call
for
___________?
or
when
is
the
best
time
for
you?
If
agent
is
unable
to
speak
at
the
moment
quickly
try
to
find
out
when
is
the
best
time
to
call
back.
WE
HAVE
IDENTIFIED
YOU
AS
A
KEY
PARTNER
AND
WANT
TO
GROW
WITH
YOU.
WHAT
IS
IMPORTANT
TO
YOU/ARE
YOUR
KEY
DRIVERS?
(COMMISSION,
TRAINING,
MARKETING
SUPPORT,
CUSTOMER
RESOLUTIONS,
AGENT
INCENTIVES,
ETC.).
CVP
IS
RESPONSE
TO
KEY
DRIVERS
CVP
IS
RESPONSE
TO
KEY
DRIVERS
I
would
like
to
follow
up
on
a
past
issue
with
our...
(e.g.
transfers
service).
Were
you
satisfied
with
the
outcome?
What
can
we
do
to
avoid
this
kind
of
issue
in
the
future?
We
would
like
to
thank
you
for
your
current
business
and
possibly
explore
new
ways
to
increase
them.
In
what
areas
do
you
feel
we
could
assist
you?
I
noticed
a
huge
drop
in
revenue
YOY
and
we
would
like
to
find
out
what
is
the
reason
behind
it
and
if
there
is
anything
we
could
help
you
to
get
back
on
track.
Go
over
our
effective
selling
technology
available
to
you,
our
POS
is
very
user
friendly
and
highlights
top-‐picks
and
recommended
hotels
with
offers
and
discounts
built
into
the
final
cost,
making
it
easier
to
put
together
a
trip
including
transfers
and
tours
to
generate
a
higher
profit
for
your
agency.
Go
over
our
extensive
cross
selling
options
to
increase
sales
and
new
dedicated
crisis
management
team,
which
gives
you
peace
of
mind
when
booking
your
clients
vacations
We
would
like
to
tell
you
more
about
our
exciting
new
products
and
current
promotions,
we
just
contracted
dozens
of
airport
lounges
around
the
world
and
we
believe
this
could
be
a
great
selling
point
for
your
clients.
Or
if
there
is
any
area
where
you
need
help
please
let
us
know.
As
I’ve
noticed
you
are
only
approx.
10
bookings
away
from
reaching
your
next
commission
increase.
We
currently
have
great
promotions
in
Rome
and
I’m
sure
we
can
put
something
together
to
get
you
to
your
target
by
the
end
of
the
year.
(1)
CHOICE
that
delights
your
travellers
•
I
noticed
you
booked
several
reservations
to
Cancun
in
the
past,
did
you
know
we
now
have
over
7K
beach
properties
and
expect
to
have
10K
by
the
end
of
the
year?
•
Did
you
know
what
we
have
over
8500
tours
around
the
world
in
600
cities?
•
Did
you
know
we
have
contract
with
over
5K
luxury
hotels?
•
Did
you
know
we
have
250
deals
added
daily
to
our
site?
(2)
TECHNOLOGY
for
effective
selling
•
We
have
an
award
winning
website
loved
by
100K
agents
•
Fast
with
an
average
search
time
of
3
seconds
•
Instant
bookings
and
Instant
confirmations
(3)
SUPPORT
on
hand
when
you
need
it
•
Did
you
know
about
our
24/7
Global
support
for
your
travellers?
•
Did
you
know
about
the
2-‐hour
cancellation
waiver?
•
Issue
prevention
(4)
EXPERTISE
to
drive
your
business
•
Dedicated
business
Development
Manager
•
Years
of
industry
Knowledge
(5)
COMPETITIVE
REWARDS
•
Commissions
discussion
•
Attractive
commercials
(collaborations,
engagements)
•
Travel
Agent
discount
program
Acknowledge
ALL
KEY
DRIVERS/recap
the
main
points
of
the
conversation
(past
issues,
product
training,
concerns)
Schedule
a
follow
up
call
depending
on
the
needs
of
the
client
Escalate
any
issue
if
necessary
Come
up
with
Client
Plan
(follow
through
on
first
call
with
second
call
via
CVP)
Use
a
GREAT
opening
sentence
to
brake
the
ice
and
start
the
conversation
Identify
the
areas
of
need
(training,
product,
website,
past
issues
etc.)
3 Client
Value
Proposition
(have
a
cheat
sheet
ready)
Find
a
way
to
incorporate
the
CVP
into
the
conversation
Identify
which
of
the
pillars
the
client
could
benefit
from
4 Closing
Summarize
the
information
collected
from
the
call
into
Salesforce
State
Your
Compelling
Reason
for
your
call
and
ask
questions
2
Action
Introduce
yourself,
position
your
company,
and
establish
rapport
Try
to
Schedule
a
future
appointment
Leave
your
contact
information,
Email,
Telephone
etc.
Try
to
find
out
who
are
the
main
drivers,
key
contacts
• Call Brief aligned with US Sales Senior
Management
• Call Brief will be tested and adapted as
per calls with accounts
• Conversations driven around: ‘What
are your key drivers/What is
important to you and how can we
service you?’
• Conversations on any issues will be
resolved incorporating the CVP 5
Pillars: Choice, Technology, Support,
Expertise, Customer Rewards
13. | 13
Sales-Force Call Event Process
Status: Completed
• VAM Accounts will be pre-
logged into SF in Batches in
order of VAMs calling
accounts:
(1) Small Independent
(2) Large Independent
(3) SAMs
(4) Host
• VAMs will log client
conversations and feedback
into SalesForce whilst on the
call
• Weekly/Monthly reports will be
generated to analyze
14. | 14
VAMs Process Flow
VAM Prioritizes Accounts in Batch by TTV and selects Account to Call
Research
Account
-‐
Salesforce
Review
-‐
Data/Account
Plan
-‐
Top
Booker
Contact
Call
Account
(telephony)
Travel
Agent
Answers
-‐ Intro
-‐ Key
Drivers?
-‐ Issues?
-‐ Schedule
Follow-‐Up
Call
Send
Post-‐
Call
Email
Log
into
SF
Create
Account
AcLon
Plan
addressing
Key
Drivers
/
Issues
Send
Email
with
AcLon
Plan
Steps
(Offers/PromoLons)
&
Call
Account
to
Discuss
Log
into
SF
Send
Pre-‐Call
Intro
Email
-‐ Leave
V-‐
message
-‐ Send
Post-‐call
email
requesLng
Lme
Call
Account
next
day
or
within
the
week
No
Answer
Log
into
SF
1.
2.
3.
4.
5.
6.
7.
8.
10.
9.
4.
5.
6.
7.
5.
15. | 15
VAMs Batches by Accounts
VAMs Are Calling Accounts In Order of Batches, Batch 1 & 2 = Training/Test Phase
Batch
No.
Priority
Type of
Account
Total
Number of
Accounts
2015 TTV
% Of Total
Completed
VAM1
VAM1 %
Completed VAM2
VAM2 %
Completed
Time
Spent
Batch
1
Low
Small
Independent
1,244
$1.8M
23%
628
Top
9.5%
616
Top
13.5%
3
Weeks
Spent
Batch
2
Med
Medium
Independent
474
$3.8M
0%
224
0%
250
0%
-‐
Batch
3
Med
–
High
Large
Independent,
Small
SAM
120
$0.25M
0%
72
0%
48
0%
-‐
Batch
4
High
Large
Independent,
Medium
SAM
45
$0.4M
0%
18
0%
27
0%
-‐
Batch
5
Very
High
Large
Independent,
Large
SAM,
Large
HOST
15
$5.4M
0%
6
0%
8
0%
-‐
TOTALS
1,898
$11.65M
MAIN OPPORTUNITY
16. | 16
Dashboard, Salesforce Analytics Tracker
New Dashboard Created for Tracking Events Made per Day/Week by VAM1, VAM2
17. | 17
Analysis, Salesforce Analytics Tracker
Dashboard Analysis: 2 Business Week Period of Mon 10/10/2016 – Fri 21/10/2016
VAM1 No. of Events for Batch1 Accountsà
• 17 Events logged per the week of Mon 10/10/16 – Fri 14/10/16 (Average Events per day = 3.4 Events per
day)
• 37 Events logged per the week of Mon 17/10/16 – Fri 21/10/16 (Average Events per day = 7.4 Events per
day)
• 54 Events logged per the 2 weeks (10 days)
• Average of 5.4 Events per day
• 19% Batch1 Completed (small independent accounts – testing/training period)
VAM2 No. of Events for Batch1 Accountsà
• 32 Events logged per the week of Mon 10/10/16 – Fri 14/10/16 (Average Events per day = 6.4 Events per
day)
• 52 Events logged per the week of Mon 17/10/16 – Fri 21/10/16 (Average Events per day = 10.4 Events per
day)
• 84 Total Events logged per the 2 weeks (10 days)
• Average of 8.4 Events per day
• 27% of Batch1 Completed (small independent accounts – testing/training period)
Combined Average Events logged for 2 VAMs over 2 week period: 13.8 Events per day
18. | 18
Events Tracking
Events Analysis: 2 Business Week Period of Mon 10/10/2016 – Fri 21/10/2016
Event Activities VAM1
Camila % of
Total Events
VAM2
Alex % of Total
Events
Total Events 54 100% 84 100%
First Call Spoke to Agent 5 9% 22 26%
Good Call? (received Key Drivers / Issues) 1 2% 22 26%
Call No Answer 33 61% 57 68%
Left Voice Message 11 20% 7 8%
Email Sent 20 37% 32 38%
Return Call Received from Agent 1 2% 2 2%
Follow-up Call Made & Spoke to Agent 0 0% 2 2%
Highlights
• VAM2 completed 1.5X the number of Events as VAM1 à VAMs need to make more calls and log more Events
• Each time VAM2 got the TA on the phone, he was able to get good feedback: Key Drivers & Issues (26% each)
• >60% of the time, VAMs were unable to get TAs on the phone (Average 36% success rate of getting TA on phone)
• 38% of the time, VAMs sent Emails to Accounts (after call)
19. | 19
Key Drivers & Issues Breakdown
Batch1 Small Independent Accounts : 2 Business Week Period of Mon 10/10/2016 – Fri 21/10/2016
38%
31%
15%
15%
Key
Drivers
for
Accounts
(%
Share)
Agent
IncenFves
Commission
MarkeFng
Support
27%
33%
0%
20%
20%
Issues
with
TravelBound
(%
Share)
Choice
ExperFse
Technology
Support
CompeFFve
Rewards
Small Independent Accounts
• Agent Incentives is the #1 Driver for Accounts (38%)
• Commission is the #2 Driver for Accounts (31%)
Small Independent Accounts
• Expertise is the #1 Issue for Accounts (33%)
• Choice is the #2 Issue for Accounts (27%)
20. | 20
Events Key Drivers/Issues Commentary
Example of VAM Account Commentary Logged into Salesforce
Type
Subject
Account
Name
Start
End
Last
Modified
By
Comments
Sales
Phone
Call
Intro Call (1A - Non
HOST/SAM - small)
MUSIKER
TRAVEL
10/31/201
6 4:00 PM
10/31/2016
4:20 PM
Alejandro
Dejesus
Excellent call with Arthur Giordano, top booker at the agency. He advised he has
always wondered why no one from TB contacted him in the past few years but he
is happy to have someone now. The agency production increased from $100+ to
$6000+ YOY. The agency main destination is Europe and he is already booking
hotels, transfers & sightseeing with us. Advised him of our airport lounges choices
as well. He would like to be included in all campaigns, promotions and any
information he could get to help grow the business. He had an issue in the past
with a hotel but the issue was sorted out in a timely manner. Overall he loves the
website, our rates, promotions. He is very happy with us. His main mono
destination is Italy. Advised him of our contract with context tours and will send
out the walks of Italy tour flyer along with current 2% promo, TA discount form and
my contact details. Scheduled follow up call
Sales
Phone
Call
Intro Call (1A - Non
HOST/SAM - small)
JANUS
TRAVEL
INC
10/31/201
6 4:50 PM
10/31/2016
5:04 PM
Alejandro
Dejesus
Spoke to Mark Janus, top TB booker. The main focus of the agency is cruises, we
are currently doing pre/post and transfer. Similar to other calls, agent was not
aware of our view only site. Once I explained to him and how it works, he was
very impressed about it and hope this will help him keep the sightseeing
additional revenue in house. He loved the concept! Advised of our shore
excursion tours starting at the ports in several European cities, again, he was not
aware of this. Sent out my contact details, promos, view only site, walks of Italy
tour etc.
Sales
Phone
Call
Intro Call (1A - Non
HOST/SAM - small)
LAND O
LAKES
TRAVEL,
INC
10/25/201
6 4:22 PM
10/25/2016
4:22 PM
Alejandro
Dejesus
Spoke to Melody Davis, Agency owner. Introduced VAM role. melody advised
business is currently down. They currently do not have any bookings with TB this
year. Due to elections many people are not booking at all. Sent out 2% promotion
and my contact details.
21. | 21
Project Next Steps
Next Steps 1. Pre-set Account Batches & Call Event Form in SalesForce
(process)
2. Send out Intro emails to VAM accounts
3. Start first calls to VAM accounts
4. Test and adapt the Call Brief
5. Execute remaining VAM Account calls
6. Understand calling capacity for future planning
7. Establish/test reporting techniques for VAM accounts
8. Finalize A/B Test for Portfolios 1,2 vs. 3,4 (Proof of Concept Test)