波士顿咨询PPT模板
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波士顿咨询公司模板.ppt
Too much information?
Proposed Contact Model
Team Leader
Plant
Remote TE
Customer
CSR
TE CAS
Proposed Organizational Structure VP, National Sales
Business Managers
• Several low value areas consume time • TSE time consumed by activities which could be handled more
efficiently by other resources • No sales growth from current model • Lots of opportunity to leverage other resources, like CAS • Most customers receptive to recommendations that allow us to
GM (%) 37.6 45.3 34.9 40.9 50.5 (9.9) 20.0 40.2
GM ($000) 958 2,400 827 624 641 (15) 138 5,573
GM % of Total 17.2 43.1 14.8 11.2 11.5 (0.3) 2.5 100
Messages are buried in the data
Competitor A
Won + Lost = Net
117
(61) 56)
290
(32) 258)
7
(50) (43)
波士顿咨询ppt样本
62 110 22 324 1,137
(104) (29) (69) (72) (1,087)
(42) 81) (47) 252) 50) 1,721
69 75 34 366 1,464
(99) (7) (31) (46) (570)
(30) 68) 3) 320) 894) 1,866
102 75 26 312 1,334
GM % of Total 17.2 43.1 14.8 11.2 11.5 (0.3) 2.5
Total
13,863
100
(1.6)
40.2
5,573
100
Messages are buried in the data
Source: Annual Division Budget
6
Example
THE REDESIGN PROCESS INVOLVES FOUR DISCRETE STAGES
Competitor A
Competitor B Starting Base Won + Lost = Net 91 (68) 23) 267 5 31 109 412 --98 218 0 316 (19) (82) (37) (11) (149) --(155) (97) (21) (273) 248) (77) (6) 98) 263) --(57) 121) (21) 43)
WRITING CLEAR AND INTERESTING SLIDES
2005，Shanghai
THE BOSTON CONSULTING GROUP
1
WRITING CLEAR AND INTERESTING SLIDES
2
波士顿咨询ppt样本
Plant
Current Organizational Structure
VP and Director, MWS Division
VP, National Sales
CS Manager (1)
Telemarketing Manager (1)
Zone Managers (5)
CS Managers
Other Segments Segment 1 Segment 2 Segment 3 Segment 4
Total
Starting Base
Client
Won + Lost = Net
60
(98) (38)
198
(56) 142)
6
(52) (46)
25
(81) (56)
153
(29) 124)
Financial Analyst
Team Zone Operations
Leader
Manager
Technical Engineers
Remote Customer Technical Service Engineers Reps
CAS Manager CAS Reps
7
Example
THE 36” LIFTER DOMINATES SALES AND PROFIT
• Several low value areas consume time • TSE time consumed by activities which could be handled more
efficiently by other resources • No sales growth from current model • Lots of opportunity to leverage other resources, like CAS • Most customers receptive to recommendations that allow us to
Current Organizational Structure
VP and Director, MWS Division
VP, National Sales
CS Manager (1)
Telemarketing Manager (1)
Zone Managers (5)
CS Managers
Other Segments Segment 1 Segment 2 Segment 3 Segment 4
Total
Starting Base
Client
Won + Lost = Net
60
(98) (38)
198
(56) 142)
6
(52) (46)
25
(81) (56)
153
(29) 124)
Financial Analyst
Team Zone Operations
Leader
Manager
Technical Engineers
Remote Customer Technical Service Engineers Reps
CAS Manager CAS Reps
7
Example
THE 36” LIFTER DOMINATES SALES AND PROFIT
• Several low value areas consume time • TSE time consumed by activities which could be handled more
efficiently by other resources • No sales growth from current model • Lots of opportunity to leverage other resources, like CAS • Most customers receptive to recommendations that allow us to
波士顿BCG咨询PPt模板
。
消费者需求变化
分析消费者需求、偏好及购买 行为的变化，预测行业发展趋
势。
竞争对手概况及优劣势评估
主要竞争对手介绍
梳理主要竞争对手的基本情况 ，包括企业规模、市场份额等
。
竞争对手优劣势分析
从产品、品牌、渠道、成本等 方面分析竞争对手的优劣势。
竞争策略差异
比较不同竞争对手的竞争策略 ，分析其差异及效果。
变革管理策略部署
分析变革影响
评估项目实施对企业内部和外部环境 的影响，制定相应的应对策略。
制定变革计划
明确变革的目标、步骤和时间表，确 保变革的顺利进行。
加强变革宣传
通过内部宣传和培训，提高员工对变 革的认知和接受度。
建立反馈机制
建立有效的反馈渠道，及时收集员工 意见和建议，对变革方案进行调整和 优化。
制定针对不同客户群体的产品组 合和定制化方案，满足客户的多
元化需求。
通过品牌塑造和营销推广，提升 产品在目标客户心中的认知度和
美誉度。
价格策略制定原则和方法探讨
根据产品成本、市场需求和竞争 状况，制定合理的价格水平。
运用价格歧视和动态定价等策略， 实现收益最大化和市场份额的拓
展。
通过价格促销和捆绑销售等手段， 提升产品的市场吸引力和销售量。
用于制定企业业务组合策略和营销策略
GSM矩阵的优缺点
优点在于直观易懂，易于操作；缺点在于过于注重市场份额，可能 忽略其他重要因素
经验曲线概念及实践意义
经验曲线的定义
随着经验的积累，单位成本呈现下降的趋势
经验曲线的实践意义
鼓励企业通过不断学习和积累经验来提高生产效率，降低成本， 提升竞争力
经验曲线的应用条件
加强品牌建设，提升品牌知名度和美誉度， 加大营销推广力度。
消费者需求变化
分析消费者需求、偏好及购买 行为的变化，预测行业发展趋
势。
竞争对手概况及优劣势评估
主要竞争对手介绍
梳理主要竞争对手的基本情况 ，包括企业规模、市场份额等
。
竞争对手优劣势分析
从产品、品牌、渠道、成本等 方面分析竞争对手的优劣势。
竞争策略差异
比较不同竞争对手的竞争策略 ，分析其差异及效果。
变革管理策略部署
分析变革影响
评估项目实施对企业内部和外部环境 的影响，制定相应的应对策略。
制定变革计划
明确变革的目标、步骤和时间表，确 保变革的顺利进行。
加强变革宣传
通过内部宣传和培训，提高员工对变 革的认知和接受度。
建立反馈机制
建立有效的反馈渠道，及时收集员工 意见和建议，对变革方案进行调整和 优化。
制定针对不同客户群体的产品组 合和定制化方案，满足客户的多
元化需求。
通过品牌塑造和营销推广，提升 产品在目标客户心中的认知度和
美誉度。
价格策略制定原则和方法探讨
根据产品成本、市场需求和竞争 状况，制定合理的价格水平。
运用价格歧视和动态定价等策略， 实现收益最大化和市场份额的拓
展。
通过价格促销和捆绑销售等手段， 提升产品的市场吸引力和销售量。
用于制定企业业务组合策略和营销策略
GSM矩阵的优缺点
优点在于直观易懂，易于操作；缺点在于过于注重市场份额，可能 忽略其他重要因素
经验曲线概念及实践意义
经验曲线的定义
随着经验的积累，单位成本呈现下降的趋势
经验曲线的实践意义
鼓励企业通过不断学习和积累经验来提高生产效率，降低成本， 提升竞争力
经验曲线的应用条件
加强品牌建设，提升品牌知名度和美誉度， 加大营销推广力度。
波士顿咨询公司模板.ppt-精选文档
3
WHAT PUZZLES YOU OR CHALLENGS YOU THE MOST WHEN WRITING SLIDES?
4
WRITING CLEAR, SUCCINCT, AND INTERESTING SLIDES
Good slides, bad slides How to use slides in a presentation How to choose among words, tables, graphics How to display information on slides effectively
GM % of Total 17.2 43.1 14.8 11.2 11.5 (0.3) 2.5
Total
13,863
100
(1.6)
40.2
5,573
100
Messages are buried in the data
Source: Annual Division Budget
6
Example
THE REDESIGN PROCESS INVOLVES FOUR DISCRETE STAGES
Analysis Extensive customer analysis • Customer service and support requirements Detailed internal diagnostic • Time spent by activity by responsibility • Capacity of the system Findings • Current contact model does not have capacity to serve all customers adequately • Several low value areas consume time • TSE time consumed by activities which could be handled more efficiently by other resources • No sales growth from current model • Lots of opportunity to leverage other resources, like CAS • Most customers receptive to recommendations that allow us to leverage sales force time Analysis: Identify opportunities
咨询公司ppt模板系列-波士顿 55页
3
WHAT PUZZLES YOU OR CHALLENGS YOU THE MOST WHEN WRITING SLIDES?
4
WRITING CLEAR, SUCCINCT, AND INTERESTING SLIDES
Good slides, bad slides How to use slides in a presentation How to choose among words, tables, graphics How to display information on slides effectively
WRITING CLEAR AND INTERESTING SLIDES
2005，Shanghai
THE BOSTON CONSULTING GROUP
1
WRITING CLEAR AND INTERESTING SLIDES
2
TODAY’S OBJECTIVE
To give you the tools to write slides that communicate the results of our work in a way that helps clients understand, accept, and use those results This session will help you through the process of writing slides • • From choosing the most appropriate slide type – words, tables, graphics To writing a slide that is clear and interesting
波士顿咨询ppt
21606-10-Workshop Document-SShopBCG3QMediaDeck-MG-NDE.PPT
Marketing
CATALOGS REMAIN THE ONLY SIGNIFICANT OFFLINE MEDIUM
Performance Benchmarks 2000 Full Year Online Portal E-mail Banner Affiliate program Total Offline Print Catalog Direct mail Newspaper inserts TV Other offline Total Q1 2001 Q2 Q3
100 90 80 70 60 50
49
59
64ห้องสมุดไป่ตู้
55
61
71
78
Online Media
1999 Offline Average (62%)
2000 Offline Average (46%)
40 30 20 10 0 Q1 2000 Q2 2000 Q3 2000 Q4 2000 Q1 2001 Q2 2001 Q3 2001
21606-10-Workshop Document-SShopBCG3QMediaDeck-MG-NDE.PPT
-2-
Marketing
USE OF OFFLINE MEDIA DOWN MORE THAN HALF VERSUS 2000 AVERAGE
Share of Marketing Spend (%)
(1) Includes newspaper inserts (2) Includes direct mail Source: The State of Online Retailing 4.0, First Quarter 2001 Update, Second Quarter 2001 Update, and Third Quarter 2001 Update, surveys conducted by The Boston Consulting Group
波士顿咨询PPT模板共56页
WRITING CLEAR AND INTERESTING SLIDES
2019，Shanghai
THE BOSTON CONSULTING GROUP
1
WRITING CLEAR AND INTERESTING SLIDES
2
TODAY’S OBJECTIVE
To give you the tools to write slides that communicate the results of our work in a way that helps clients understand, accept, and use those results This session will help you through the process of writing slides
1991 Sales ($000)
2,551 5,303 2,372 1,524 1,270
152 691 13,863
Sales % of Total1Βιβλιοθήκη .3 38.3 17.1 11.0
9.2 1.1 5 100
1987-91 CAGR (Real %) 31.9 10.9 13.8 (28.5) (4.0) (36.2) (2.9) (1.6)
5
Example
STRONG GROWTH IN OTHER PRODUCTS OFFSET BY PARTS’ DECLINE
Product Alarm & detection Broad diffusion IR sensors Chloride Bulk chloride Parts Design Total
leverage sales force time
2019，Shanghai
THE BOSTON CONSULTING GROUP
1
WRITING CLEAR AND INTERESTING SLIDES
2
TODAY’S OBJECTIVE
To give you the tools to write slides that communicate the results of our work in a way that helps clients understand, accept, and use those results This session will help you through the process of writing slides
1991 Sales ($000)
2,551 5,303 2,372 1,524 1,270
152 691 13,863
Sales % of Total1Βιβλιοθήκη .3 38.3 17.1 11.0
9.2 1.1 5 100
1987-91 CAGR (Real %) 31.9 10.9 13.8 (28.5) (4.0) (36.2) (2.9) (1.6)
5
Example
STRONG GROWTH IN OTHER PRODUCTS OFFSET BY PARTS’ DECLINE
Product Alarm & detection Broad diffusion IR sensors Chloride Bulk chloride Parts Design Total
leverage sales force time
波士顿咨询PPT模板(1)
WHAT PUZZLES YOU OR CHALLENGS YOU THE MOST
WHEN WRITING SLIDES?
WRITING CLEAR, SUCCINCT, AND INTERESTING SLIDES
Good slides, bad slides How to use slides in a presentation How to choose among words, tables, graphics How to display information on slides effectively
ES
Assistance
CAS
Technical
TSE
Assistance
Price
Concessions
Expediting
DM
Price Concessions
Expediting
Customer
Ordering ASP selling/implementation ISP selling Quoting/cross-referencing Expediting Technical assistance in person Rotational calls Availability
This session will help you through the process of writing slides • From choosing the most appropriate slide type – words, tables, graphics • To writing a slide that is clear and interesting
Example
波士顿咨询的案例分析ppt课件
- Highlights - Amsterdam • Auckland • Boston • Chicago • Dallas • Dusseldorf • Hong Kong • Kuala Lumpur • London • Los Angeles • Madrid • Melbourne •
Milan • Monterrey • Munich • New York • Paris • San Francisco • Seoul • Shanghai • Stockholm • Sydney • Tokyo • Toronto • Zurich • Amsterdam • Auckland • Boston • Chicago • Dallas • Dusseldorf • Hong Kong • Kuala Lumpur • London • Los Angeles • Madrid • Melbourne • Milan • Monterrey • Munich • New York • Paris • San Francisco • Seoul • Shanghai • Stockholm • Sydney • Tokyo • Toronto • Zurich • Amsterdam • Auckland • Boston • Chicago • Dallas • Dusseldorf • Hong Kong • Kuala Lumpur • London • Los Angeles • Madrid • Melbourne • Milan • Monterrey • Munich • New York • Paris • San Francisco • Seoul • Shanghai • Stockholm • Sydney • Tokyo • Toronto • Zurich •
Milan • Monterrey • Munich • New York • Paris • San Francisco • Seoul • Shanghai • Stockholm • Sydney • Tokyo • Toronto • Zurich • Amsterdam • Auckland • Boston • Chicago • Dallas • Dusseldorf • Hong Kong • Kuala Lumpur • London • Los Angeles • Madrid • Melbourne • Milan • Monterrey • Munich • New York • Paris • San Francisco • Seoul • Shanghai • Stockholm • Sydney • Tokyo • Toronto • Zurich • Amsterdam • Auckland • Boston • Chicago • Dallas • Dusseldorf • Hong Kong • Kuala Lumpur • London • Los Angeles • Madrid • Melbourne • Milan • Monterrey • Munich • New York • Paris • San Francisco • Seoul • Shanghai • Stockholm • Sydney • Tokyo • Toronto • Zurich •
波士顿咨询PPT模板.
Plant
Current Organizational Structure
WRITING CLEAR AND INTERESTING SLIDES
2005，Shanghai
THE BOSTON CONSULTING GROUP
1
WRITING CLEAR AND INTERESTING SLIDES
2
TODAY’S OBJECTIVE
To give you the tools to write slides that communicate the results of our work in a way that helps clients understand, accept, and use those results This session will help you through the process of writing slides
4
WRITING CLEAR, SUCCINCT, AND INTERESTING SLIDES
Good slides, bad slides How to use slides in a presentation How to choose among words, tables, graphics How to display information on slides effectively
• From choosing the most appables, graphics
• To writing a slide that is clear and interesting
3
WHAT PUZZLES YOU OR CHALLENGS YOU THE MOST WHEN WRITING SLIDES?
Current Organizational Structure
WRITING CLEAR AND INTERESTING SLIDES
2005，Shanghai
THE BOSTON CONSULTING GROUP
1
WRITING CLEAR AND INTERESTING SLIDES
2
TODAY’S OBJECTIVE
To give you the tools to write slides that communicate the results of our work in a way that helps clients understand, accept, and use those results This session will help you through the process of writing slides
4
WRITING CLEAR, SUCCINCT, AND INTERESTING SLIDES
Good slides, bad slides How to use slides in a presentation How to choose among words, tables, graphics How to display information on slides effectively
• From choosing the most appables, graphics
• To writing a slide that is clear and interesting
3
WHAT PUZZLES YOU OR CHALLENGS YOU THE MOST WHEN WRITING SLIDES?
(完整版)波士顿咨询PPT模板
5
Example
STRONG GROWTH IN OTHER PRODUCTS OFFSET BY PARTS’ DECLINE
Product Alarm & detection Broad diffusion IR sensors Chloride Bulk chloride Parts Design Total
• Several low value areas consume time • TSE time consumed by activities which could be handled more
efficiently by other resources • No sales growth from current model • Lots of opportunity to leverage other resources, like CAS • Most customers receptive to recommendations that allow us to
1991 Sales ($000)
2,551 5,303 2,372 1,524 1,270
152 691 13,863
Sales % of Total
18.3 38.3 17.1 11.0
9.2 1.1 5 100
1987-91 CAGR (Real %) 31.9 10.9 13.8 (28.5) (4.0) (36.2) (2.9) (1.6)
leverage sales force time
Evaluate Alternatives:
Opportunities point to new contact model
Current Contact Model
Example
STRONG GROWTH IN OTHER PRODUCTS OFFSET BY PARTS’ DECLINE
Product Alarm & detection Broad diffusion IR sensors Chloride Bulk chloride Parts Design Total
• Several low value areas consume time • TSE time consumed by activities which could be handled more
efficiently by other resources • No sales growth from current model • Lots of opportunity to leverage other resources, like CAS • Most customers receptive to recommendations that allow us to
1991 Sales ($000)
2,551 5,303 2,372 1,524 1,270
152 691 13,863
Sales % of Total
18.3 38.3 17.1 11.0
9.2 1.1 5 100
1987-91 CAGR (Real %) 31.9 10.9 13.8 (28.5) (4.0) (36.2) (2.9) (1.6)
leverage sales force time
Evaluate Alternatives:
Opportunities point to new contact model
Current Contact Model
波士顿咨询PPT模板
GM % of Total 17.2 43.1 14.8 11.2 11.5 (0.3) 2.5
Total
13,863
100
(1.6)
40.2
5,573
100
Messages are buried in the data
Source: Annual Division Budget
6
Example
THE REDESIGN PROCESS INVOLVES FOUR DISCRETE STAGES
DM Price Concessions Expediting
Plant TE CAS
Current Organizational Structure
VP and Director, MWS Division VP, National Sales CS Manager (1) Telemarketing Manager (1) Zone Managers (5) CAS Manager (1) CAS Reps (4) Financial Analyst
5
Example
STRONG GROWTH IN OTHER PRODUCTS OFFSET BY PARTS’ DECLINE
1987-91 CAGR (Real %) 31.9 10.9 13.8 (28.5) (4.0) (36.2) (2.9)
Product Alarm & detection Broad diffusion IR sensors Chloride Bulk chloride Parts Design
Current Contact Model
Customer Technical Assistance Technical Assistance ES Technical Assistance Ordering Ordering ASP selling/implementation ISP selling Quoting/cross-referencing Expediting Technical assistance in person Rotational calls Availability Availability Quoting ISP cross-referencing Ordering Price concessions Expediting Price Concessions Group Quoting Availability
波士顿咨询公司模板-PPT资料56页
WRITING CLEAR AND INTERESTING SLIDES
2019，Shanghai
THE BOSTON CONSULTING GROUP
1
WRITING CLEAR AND INTERESTING SLIDES
2
TODAY’S OBJECTIVE
To give you the tools to write slides that communicate the results of our work in a way that helps clients understand, accept, and use those results This session will help you through the process of writing slides
Too much information?
Proposed Contact Model
Team Leader
Plant
Remote TE
Customer
CSR
TE CAS
Proposed Organizational Structure VP, National Sales
Business Managers
Detailed internal diagnostic • Time spent by activity by responsibility • Capacity of the system
• Current contact model does not have capacity to serve all customers adequately
Availability Quoting ISP cross-referencing Ordering Price concessions Expediting
2019，Shanghai
THE BOSTON CONSULTING GROUP
1
WRITING CLEAR AND INTERESTING SLIDES
2
TODAY’S OBJECTIVE
To give you the tools to write slides that communicate the results of our work in a way that helps clients understand, accept, and use those results This session will help you through the process of writing slides
Too much information?
Proposed Contact Model
Team Leader
Plant
Remote TE
Customer
CSR
TE CAS
Proposed Organizational Structure VP, National Sales
Business Managers
Detailed internal diagnostic • Time spent by activity by responsibility • Capacity of the system
• Current contact model does not have capacity to serve all customers adequately
Availability Quoting ISP cross-referencing Ordering Price concessions Expediting
波士顿咨询PPT
Example
PREMIUM LOW CALORIE SWITCHING OCCURRING WITHIN PREMIUM SEGMENT, NOT NEAR PREMIUM
Halt the Leaks to Competitors
Brand/Segment Total Super Prem.
Product 1 Product 2 Product 3 Other Total PFC Near Prem. Product 1 Product 2 Product 3 Other Total PLC
ES
Assistance
CAS
Technical
TSE
Assistance
Price
Concessions
Expediting
DM
Price Concessions
Expediting
Customer
Ordering ASP selling/implementation ISP selling Quoting/cross-referencing Expediting Technical assistance in person Rotational calls Availability
• From choosing the most appropriate slide type – words, tables, graphics
• To writing a slide that is clear and interesting
3
WHAT PUZZLES YOU OR CHALLENGS YOU THE MOST WHEN WRITING SLIDES?
4
WRITING CLEAR, SUCCINCT, AND INTERESTING SLIDES
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Lifter Bore (Volume)
179
91
60
30
Is the complexity necessary?
Note: Width of bar is proportional to CDGI
*Valuation ROI - 3y median CFROI
8
Sources: LRP; HOLT Value Model
(11) 98)
412
(149) 263)
---
---
---
98
(155) (57)
218
(97) 121)
0
(21) (21)
316
(273) 43)
102 75 26
312
1,866 1,334
(90) 12) (19) 56) (33) (7) (45) 267)
(677) 657)
Raw data only, no analysis presented to support the conclusion (hypothesis)
• Several low value areas consume time • TSE time consumed by activities which could be handled more
efficiently by other resources • No sales growth from current model • Lots of opportunity to leverage other resources, like CAS • Most customers receptive to recommendations that allow us to
Example
PREMIUM LOW CALORIE SWITCHING OCCURRING WITHIN PREMIUM SEGMENT, NOT NEAR PREMIUM
Halt the Leaks to Competitors
Brand/Segment Total Super Prem.
Product 1 Product 2 Product 3 Other Total PFC Near Prem. Product 1 Product 2 Product 3 Other Total PLC
Competitor A
Won + Lost = Net
117
(61) 56)
290
(32) 258)
7
(50) (43)
30
(37) (7)
92
(11) 81)
419
(130) 289)
155
(98) 57)
---
---
---
224
(79) 145)
5
(19) (14)
384
(196) (188)
1992 Product Family Profitability
CFROI (%)
12.0
9.7 8.3
Discount Rate 4.66%
Current Dollar G.I. ($M) Revenues ($M)
36”
555 349
10” 96”
19 35 17 19
0.85
0.02
14”
12”
11
SLIDES ARE VISUAL AIDS
Focus the audience’s attention on message • Help explain the message • Provide another means for the audience to process the information • Reinforce the message–aid to memory
Other Segments Segment 1 Segment 2 Segment 3 Segment 4
Total
Starting Base
Client
Won + Lost = Net
60
(98) (38)
198
(56) 142)
6
(52) (46)
25
(81) (WRITING CLEAR AND INTERESTING SLIDES
2005，Shanghai
THE BOSTON CONSULTING GROUP
1
WRITING CLEAR AND INTERESTING SLIDES
2
TODAY’S OBJECTIVE
To give you the tools to write slides that communicate the results of our work in a way that helps clients understand, accept, and use those results This session will help you through the process of writing slides
leverage sales force time
Evaluate Alternatives:
Opportunities point to new contact model
Current Contact Model
Technical Assistance
Technical Assistance
Technical
ES
Assistance
CAS
Technical
TSE
Assistance
Price
Concessions
Expediting
DM
Price Concessions
Expediting
Customer
Ordering ASP selling/implementation ISP selling Quoting/cross-referencing Expediting Technical assistance in person Rotational calls Availability
Good slides are:
Bad slides are:
We will revisit toward the end of the session
10
WRITING CLEAR, SUCCINCT, AND INTERESTING SLIDES
Good slides, bad slides How to use slides in a presentation How to choose among words, tables, graphics How to display information on slides effectively
69 75 34 366
1,721 1,464
(99) (30)
(7) 68)
(31)
3)
(46) 320)
(570) 894)
Starting Base
Competitor B
Won + Lost = Net
91
(68) 23)
267
(19) 248)
5
(82) (77)
31
(37) (6)
109
Detailed internal diagnostic • Time spent by activity by responsibility • Capacity of the system
• Current contact model does not have capacity to serve all customers adequately
(10) Telemarketing
TSRs
CSRs (65)
(13)
Latrobe Telemarketing
(9)
ES District Managers
(6)
District Managers
(30)
ESs
TSEs (186)
(46)
TSRs (23)
CAS Manager
(1)
CAS Reps (4)
Source: Annual Division Budget
6
Example
THE REDESIGN PROCESS INVOLVES FOUR DISCRETE STAGES
Analysis
Findings
Analysis: Identify opportunities
Extensive customer analysis • Customer service and support requirements
Availability Quoting ISP cross-referencing Ordering Price concessions Expediting
Price Concessions
Group
Ordering
Quoting Availability
Price concessions
CSR Expediting
382
(218) 164)
97
(218) (121)
79
(224) (145)
---
--- ---)
1
(55) (54)
177
(497) (320)
2,836
62 110
22 324
1,137
(104) (29) (69) (72)
(1,087)
(42) 81) (47) 252)