engagement blueprint - capgemini · ped sheet diary blackberry contracts forms letters. contract dd...
TRANSCRIPT
Corporations whose employees are actively engaged outperform peers by
Engagement Blueprint
Seeing is Believing.An Engagement Blueprint is a highly visual and informative way to look across a series of experiences to understand how customers engage with brands and companies. By mapping the journeys, we help you understand the numerous brand touch points as well as the places along the journey where customers might be won or lost. Capgemini gives you a complete view of the people that matter most to you, so you can engage them exactly how you want and improve your brand experience.
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OF TRUTH (SSOT)
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G
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? YesApproved?
No
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View Net Present Value (NPV)
G
Upload financial data (Valuation and SKUs)
G
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G
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? YesGlobalproject?
Yes
No
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Send charter for approval
Review charter and provide feedback
Approve charter
G
? YesApproved?
No
Review charter and provide feedback
Review charter and provide feedback
Review charter and provide feedback
Communicate revisions through email
Upload OOP and Capital for all regions
G
Receive coarse-screen approval summary
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Approve “Coarse Screen”
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? YesApproved?
No
Review charter and provide feedback
Send charter for approval
Download charter slides
G
Upload financial data (”one forecast”)
G
Create “parent” project
Introduce new product concept
G
Review charter and provide feedback
Review charter and provide feedback
Communicate revisions through email
Receive coarse-screen approval summary
Receive coarse-screen approval summary
Receive coarse-screen approval summary
Receive coarse-screen approval summary
Receive coarse-screen approval summary
Refine financials
Communicate revisions through email
Communicate revisions through email
Receive approval summary
Receive approval summary
Receive approval summary
Receive approval summary
Receive approval summary
Receive approval summary
Approve data event
G
Create “child” project per region
G
Upload OOP and Capital for all regions
G
SINGLE SOURCE
OF TRUTH (SSOT)
Event record stage-gate approval
Approve data event
G
Approve Profit and Loss (P&L)? YesApproved?
No
Send charter for approval
Download charter slides
G
Receive automated notification
Receive automated notification
SINGLE SOURCE
OF TRUTH (SSOT)
Event record stage-gate approval
Approve data event
G
Approve charter
G
? ApprovedOutcome?
Not Approved
Canceled
Review charter and provide feedback
Receive automated notification
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Communicate revisions through email
Communicate revisions through email
Receive automated notification
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Review Profit and Loss (P&L)
Review Profit and Loss (P&L)
Review Profit and Loss (P&L)
G
Review Profit and Loss (P&L)
Receive automated notification
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G
G
Receive automated notification
G
(global and regional views)
G
Send Profit and Loss(P&L) for approval
G
View Net Present Value (NPV)
G
Upload financial data (Valuation and SKUs)
G
? YesGlobalproject?
Yes
No
Upload OOP and Capital for all regions
G
Upload OOP and Capital for all regions
G
Refine financials
Approve Profit and Loss (P&L)? YesApproved?
No
Download charter slides
G
Receive automated notification
Receive automated notification
SINGLE SOURCE
OF TRUTH (SSOT)
Event record stage-gate approval
Approve data event
G
Approve charter
G
? ApprovedOutcome?
Not Approved
Canceled
Review charter and provide feedback
Receive automated notification
Receive automated notification
Receive automated notification
Receive automated notification
Receive automated notification
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Receive automated notification
Receive automated notification
Communicate revisions through email
Communicate revisions through email
Receive automated notification
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Receive automated notification
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Receive automated notification
Review Profit and Loss (P&L)
Review Profit and Loss (P&L)
Review Profit and Loss (P&L)
G
Review Profit and Loss (P&L)
Receive automated notification
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Receive automated notification
G
G
Receive automated notification
G
(global and regional views)
G
Send Profit and LossG
View Net Present Value (NPV)
G
Upload financial data (Valuation and SKUs)
G
? YesGlobalproject?
Yes
No
Upload OOP and Capital for all regions
G
Upload OOP and Capital for all regions
G
Refine financials
(Follow charter approval process)
SINGLE SOURCE
OF TRUTH (SSOT)
Event record stage-gate approval
Approve data event
G
(Follow charter approval process)
SINGLE SOURCE
OF TRUTH (SSOT)
Event record stage-gate approval
Approve data event
G
(Follow charter approval process)
Approve data event
G
GPPM OperationsRETROCEDE
CUSTOMER RELATIONSHIPMANAGEMENT
BROKER MANAGEMENT
AUTHORIZE TREATY / BIND FAC
REGISTER
FAC CEDED REPLACEMENT
CONTRACT PREP / REVIEW / SIGNING
BIND
L1 CAPABILITY
REGULATORY APPROVAL
DISTRIBUTION CHANNELMANAGEMENT
PRODUCER APPLICATION MANAGEMENT
PRODUCT DEFINITION
MARKETING SUPPORT
PRICING DEVELOPMENT
INITIATION Design Exit
EACH REGION MAY HAVE A SEPARATE TIME FRAME
NEGOTIATIONPre-Coarse Exit
PRODUCT CONCEPT BECOMES AN OFFICIAL PROJECT (CONSIDERED A GLOBAL PROJECT IF TWO OR MORE REGIONS EXIST)PRODUCT CONCEPT FOCUSES ON INITIAL “SIZE OF PRIZE” ASSESSMENT UPLOADING NEW FINANCIAL DATA UNLIKELY IN FOLLOWING STAGES
POST ENGAGEMENTDISCOVERY De�ne Exit Development Exit
EACH REGION MAY HAVE A SEPARATE TIME FRAME
EXECUTION
(global and regional views)
(global and regional views)
Drive pro�t and loss data through product SKUs
Evaluate total cost versus Net Present Value (NPV)• Sales• Gross pro�t• Investment needed (OOP and Capital)• Business and Marketing Expenses (BME)
Obtain budget
Obtain coarse-screen approval
Aggregate Out-of-Pocket Costs (OOP) and Capital by Region
Monitor product performance against targets• Regions take ownership of this process
Re�ne and evaluate Net Present Value (NPV)
Update �nancial data within Dynamic Documents
Evaluate pro�t and loss within each region’s time frame and stage
Evolve �nancial data in the project charter over time
Re�ne and evaluate Net Present Value (NPV)
Update �nancial data within Dynamic Documents
Evaluate pro�t and loss within each region’s time frame and stage
Evolve �nancial data in the project charter over time
RETURN TO ANY PREVIOUS STAGERETURN TO ANY PREVIOUS STAGERETURN TO ANY PREVIOUS STAGERETURN TO ANY PREVIOUS STAGERETURN TO ANY PREVIOUS STAGERETURN TO ANY PREVIOUS STAGE RETURN TO ANY PREVIOUS STAGE
APP
LICA
TIO
NS
DAT
ABU
SIN
ESS
PRO
CESS
ES
ENTE
RPRI
SE A
RCH
ITEC
TURE
INFR
AST
RUCT
URE
SINGLE SOURCE
OF TRUTH (SSOT)
Perform post-launch
analysis
INFRASTRUCTURE
DATA
APPLICATIONS
INSI
GH
TSEM
PLO
YEE
PAIN
PO
INTS
OPP
ORT
UN
ITIE
SCU
STO
MER
PAIN
PO
INTS
DiscoveryInitiation
ENGAGEMENT BLUEPRINT
Negotiation Execution Post Engagement
CUST
OM
ER E
XPER
IEN
CE (E
XTER
NA
L)PH
ASE
/ T
IME
EMPL
OYE
E EX
PERI
ENEC
(IN
TERN
AL)
ENG
AGEM
ENT
INSI
GH
TS &
OPP
ORT
UN
ITIE
S
OPPORTUNITIES• Improved sort/search in IM• Spreadsheets for reconciliation of settlements
INSIGHT• Automated activity in many shops
OPPORTUNITIESEnter trades into software from IM.
OPPORTUNITIESImproved script writing forexporting reports
PAIN POINT• IM’s pricing does not always
match what is quoted. • Pop-ups can block more
important information
PAIN POINTTicket disappears if the particular market sells
OPPORTUNITIES• Market Data • All fundamental data available• Visibility into other Markets
PAIN POINT• Markets cleared through are not
included in settled prices. • When running reports must log out to
clear report parameters• Price at the end of the month has to be
changed manually
PAIN POINT• Ticket disappears if the
particular market sells • Have to close the log every
so often
INSIGHT• Pricing adjustments occur at varying
frequency as needed. • Many pain points are due to users running
legacy versions of the software.
INSIGHTThe presence or lack ofinformation affects the speed with which customers interpret data.
PAIN POINT• Pop-ups are often in the way are
blocking more important information.
• Must close IM regularly to avoid slow downs.
PAIN POINT• Doesn't properly scale when
trading at different deltas
PAIN POINTFit to screen only works if you are not decaying the day.
PAIN POINT• Must manually remove dummy
trades from.• Software doesn't scale properly
when trading at a different delta.
PAIN POINTCannot have two instances open at the same time (e.g., to compare pricing models and scenarios)
INSIGHT• Many IM pain points are due
to users running legacy versions of the software.
• Terms used in the system makes customizing the software confusing.
INSIGHTA high percentage of the on-screen business is done through Brokers.
PAIN POINTTicket disappears if the particular market sells
PAIN POINT• Ticket disappears if the particular
market sells • Have to close the log every so often
PAIN POINT• Doesn't properly scale when
trading at different deltas
PAIN POINTCannot have two instances open at the same time (e.g., to compare pricing models and scenarios)
PAIN POINTIt’s difficult to know where to search for answers
FoldersUmbrella Calculator
"Hello, you are through to
SVL"
FIELD SALES AGENTFace-to-face sales workflow
"We can do better than that"
SVL
Ecoes
SVL Process
Experian
CISE
The address is copied out, dictated over the phone, or verified at least 10 times during the process
CHECKING CURRENT SUPPLIER
FSAs generally plan their own days.These are often fairly ad-hoc, and aresubject to change during the couse of the day.
WHAT DICTATES THE PLAN?
GETTING READY WALKING THE AREA QUALIFICATION NEGOTIATION VERIFICATIONCREDIT CHECK PAPERWORK & CONTRACT WELCOME PACK & END OF PROCESSFIND DECISION MAKER
“I’m already an EDF customer”
“My boss isn’t here”
PED Sheet Diary Blackberry
Contracts Forms Letters
Contract LettersDD Forms
"Hello,
SVL""Do you have
a few minutes?"
Book of prices
Principal Terms
Business First
Business connectPrincipal Terms
Business Connect
CC NumberAddressMeter typeEnd DateRegistration TagCurrent supplierIn Contract?Date of sale
PriceEstimate amount of consumption
COT formMeter readingMeter Serial numberCOT date
Sale type CONFIRM: CONFIRM:
Script
SVL number
COT formMeter readingMeter Serial numberCOT dateAny questions?
Principal termsMeter readingsStandard payment amountMistakes on contract?Date signEnd dateCurrent supplierPayement methodAmount of monthly DDData protectionLegal scriptThird parties
Thank you script
10 am 10:20 am 10:35 am 10:40 am 11:20 am 11:25 am 11:40 am 12 noon
11:05 am
1In rural areas, agents are more likely to use PED sheets as SMEareas are harder to discover. In urban areas, COTs are more frequent so PEDs are used less. Some agents use their ethnicity to connect with customers. In Birmingham, some deals were carried out in Hindi, Punjabi, or Guajarati.
WALKING THE AREA2“You need the owner, it’s tough to get the owner in the shop”FSAs work hard to establish rapport with customers.This rapport can be undermined by imperfect or missing information.FSAs develop their own strategies to avoid embarrassment when caught out by the lackof reliable data.
“HELLO, IS YOUR BOSS IN?”3 “I CAN GET YOU A FANTASTIC DEAL ON YOUR ELECTRICITY”4 “I CAN GIVE YOU A CREDIT CHECK”FSAs have to divide their attention between the customer and SVL. This can inadvertently cause them to be rude to the customer.
5 PAPERWORKThe length of time that the sales process takes noticeably agitatesthe customer. Errors on forms result in setbacks, where the agent hasto fill out whole forms again.
7 VERIFICATION PROCESSData errors are not caught early in the process, and require a large amount of repeated effort to rectify. During the verification, a large amount of information is dictated over the phone. This includes all the information on the contract including notes, as well as verifying the customer details and Direct Debit information.
8 SUCCESS9BOOK OF PRICES6Agents often talk about how good their prices are. Sometimes they quote a price before the credit check, and then add that it would be subject to creditcheck. Customers are often confused as to why they cannot get a price straight away. In one case the price was not given until one hour into the process..
If there is a discrepancy between their price and the price that SVL quote during verification, the agents often trust their own book more becauseit is printed.
After the sale has been verified, the FSA fills out the key details on the welcome pack and gives it to the customer. The agent then has to post the cancellation or COT letter using registered post. This means that they need to go to a post office.
of visits resulted in a sale
“My contract is notup for renewal yet”
“I don’t knowwho my supplier is”
Research locationsminimum amount of time
to fill out a contract.
Maximum time on hold to SVL.
- minimum number of SVL have to take to make a sale.
SALES VERIFICATION LINEWorkflow for supporting sales
IDENTIFY THE TOOLS TO BEST SUPPORT YOUR NEEDS
EXPOSE THE PAIN POINTS& OPPORTUNITIES
Experiences Matter
147%
86%of buyers will pay more for a better customer experience.
in earnings per share.70%of buying experiences are based on how the customer feels they are being treated.
Understanding client journeys through detailed mapping can result in revenue gains of
25%
SEE BOTH CUSTOMER & EMPLOYEE JOURNEYS
Send approval summary
Receive coarse-screen approval summary
SINGLE SOURCE
OF TRUTH (SSOT)
Event record stage-gate approval
Assign employeesto project
Assign employeesto project
Review Profit and Loss (P&L)
Review Profit and Loss (P&L)
Review Profit and Loss (P&L)
G
Approve charter
G
? ApprovedOutcome?
Not Approved
Canceled
Review charter and provide feedback
Receive automated notification
Review Profit and Loss (P&L)
Receive automated notification
Receive automated notification
Receive automated notification
Receive automated notification
Receive automated notification
Send charter for approval
Download charter slides
G
Receive automated notification
Receive automated notification
Receive automated notification
G
G
Approve Profit and Loss (P&L)
G
? YesApproved?
No
Receive automated notification
Send Profit and Loss(P&L) for approval
G
View Net Present Value (NPV)
G
Upload financial data (Valuation and SKUs)
G
Review Profit and Loss (P&L)
G
Receive automated notification
G
? YesGlobalproject?
Yes
No
Receive approval summary
Receive approval summary
Receive approval summary
Receive approval summary
Receive approval summary
Receive approval summary
Send charter for approval
Review charter and provide feedback
Approve charter
G
? YesApproved?
No
Review charter and provide feedback
Review charter and provide feedback
Review charter and provide feedback
Communicate revisions through email
Upload OOP and Capital for all regions
G
Receive coarse-screen approval summary
Receive coarse-screen approval summary
Receive coarse-screen approval summary
Approve “Coarse Screen”
Send coarse-screen approval summary
G
? YesApproved?
No
Review charter and provide feedback
Send charter for approval
Download charter slides
G
Upload financial data (”one forecast”)
G
Create “parent” project
Introduce new product concept
G
Review charter and provide feedback
Review charter and provide feedback
Communicate revisions through email
Receive coarse-screen approval summary
Receive coarse-screen approval summary
Receive coarse-screen approval summary
Receive coarse-screen approval summary
Receive coarse-screen approval summary
Refine financials
Communicate revisions through email
Communicate revisions through email
Receive approval summary
Receive approval summary
Receive approval summary
Receive approval summary
Receive approval summary
Receive approval summary
Approve data event
G
Create “child” project per region
G
Upload OOP and Capital for all regions
G
SINGLE SOURCE
OF TRUTH (SSOT)
Event record stage-gate approval
Approve data event
G
Approve Profit and Loss (P&L)? YesApproved?
No
Send charter for approval
Download charter slides
G
Receive automated notification
Receive automated notification
SINGLE SOURCE
OF TRUTH (SSOT)
Event record stage-gate approval
Approve data event
G
Approve charter
G
? ApprovedOutcome?
Not Approved
Canceled
Review charter and provide feedback
Receive automated notification
Receive automated notification
Receive automated notification
Receive automated notification
Receive automated notification
Receive automated notification
Receive automated notification
Receive automated notification
Communicate revisions through email
Communicate revisions through email
Receive automated notification
Receive automated notification
Receive automated notification
Receive automated notification
Receive automated notification
Receive automated notification
Receive automated notification
Receive automated notification
Review Profit and Loss (P&L)
Review Profit and Loss (P&L)
Review Profit and Loss (P&L)
G
Review Profit and Loss (P&L)
Receive automated notification
Receive automated notification
Receive automated notification
G
G
Receive automated notification
G
(global and regional views)
G
Send Profit and Loss(P&L) for approval
G
View Net Present Value (NPV)
G
Upload financial data (Valuation and SKUs)
G
? YesGlobalproject?
Yes
No
Upload OOP and Capital for all regions
G
Upload OOP and Capital for all regions
G
Refine financials
Approve Profit and Loss (P&L)? YesApproved?
No
Download charter slides
G
Receive automated notification
Receive automated notification
SINGLE SOURCE
OF TRUTH (SSOT)
Event record stage-gate approval
Approve data event
G
Approve charter
G
? ApprovedOutcome?
Not Approved
Canceled
Review charter and provide feedback
Receive automated notification
Receive automated notification
Receive automated notification
Receive automated notification
Receive automated notification
Receive automated notification
Receive automated notification
Receive automated notification
Communicate revisions through email
Communicate revisions through email
Receive automated notification
Receive automated notification
Receive automated notification
Receive automated notification
Receive automated notification
Receive automated notification
Receive automated notification
Receive automated notification
Review Profit and Loss (P&L)
Review Profit and Loss (P&L)
Review Profit and Loss (P&L)
G
Review Profit and Loss (P&L)
Receive automated notification
Receive automated notification
Receive automated notification
G
G
Receive automated notification
G
(global and regional views)
G
Send Profit and LossG
View Net Present Value (NPV)
G
Upload financial data (Valuation and SKUs)
G
? YesGlobalproject?
Yes
No
Upload OOP and Capital for all regions
G
Upload OOP and Capital for all regions
G
Refine financials
(Follow charter approval process)
SINGLE SOURCE
OF TRUTH (SSOT)
Event record stage-gate approval
Approve data event
G
(Follow charter approval process)
SINGLE SOURCE
OF TRUTH (SSOT)
Event record stage-gate approval
Approve data event
G
(Follow charter approval process)
Approve data event
G
GPPM OperationsRETROCEDE
CUSTOMER RELATIONSHIPMANAGEMENT
BROKER MANAGEMENT
AUTHORIZE TREATY / BIND FAC
REGISTER
FAC CEDED REPLACEMENT
CONTRACT PREP / REVIEW / SIGNING
BIND
L1 CAPABILITY
REGULATORY APPROVAL
DISTRIBUTION CHANNELMANAGEMENT
PRODUCER APPLICATION MANAGEMENT
PRODUCT DEFINITION
MARKETING SUPPORT
PRICING DEVELOPMENT
INITIATION Design Exit
EACH REGION MAY HAVE A SEPARATE TIME FRAME
NEGOTIATIONPre-Coarse Exit
PRODUCT CONCEPT BECOMES AN OFFICIAL PROJECT (CONSIDERED A GLOBAL PROJECT IF TWO OR MORE REGIONS EXIST)PRODUCT CONCEPT FOCUSES ON INITIAL “SIZE OF PRIZE” ASSESSMENT UPLOADING NEW FINANCIAL DATA UNLIKELY IN FOLLOWING STAGES
POST ENGAGEMENTDISCOVERY De�ne Exit Development Exit
EACH REGION MAY HAVE A SEPARATE TIME FRAME
EXECUTION
(global and regional views)
(global and regional views)
Drive pro�t and loss data through product SKUs
Evaluate total cost versus Net Present Value (NPV)• Sales• Gross pro�t• Investment needed (OOP and Capital)• Business and Marketing Expenses (BME)
Obtain budget
Obtain coarse-screen approval
Aggregate Out-of-Pocket Costs (OOP) and Capital by Region
Monitor product performance against targets• Regions take ownership of this process
Re�ne and evaluate Net Present Value (NPV)
Update �nancial data within Dynamic Documents
Evaluate pro�t and loss within each region’s time frame and stage
Evolve �nancial data in the project charter over time
Re�ne and evaluate Net Present Value (NPV)
Update �nancial data within Dynamic Documents
Evaluate pro�t and loss within each region’s time frame and stage
Evolve �nancial data in the project charter over time
RETURN TO ANY PREVIOUS STAGERETURN TO ANY PREVIOUS STAGERETURN TO ANY PREVIOUS STAGERETURN TO ANY PREVIOUS STAGERETURN TO ANY PREVIOUS STAGERETURN TO ANY PREVIOUS STAGE RETURN TO ANY PREVIOUS STAGE
APP
LICA
TIO
NS
DAT
ABU
SIN
ESS
PRO
CESS
ES
ENTE
RPRI
SE A
RCH
ITEC
TURE
INFR
AST
RUCT
URE
SINGLE SOURCE
OF TRUTH (SSOT)
Perform post-launch
analysis
INFRASTRUCTURE
DATA
APPLICATIONS
INSI
GH
TSEM
PLO
YEE
PAIN
PO
INTS
OPP
ORT
UN
ITIE
SCU
STO
MER
PAIN
PO
INTS
DiscoveryInitiation
ENGAGEMENT BLUEPRINT
Negotiation Execution Post Engagement
CUST
OM
ER E
XPER
IEN
CE (E
XTER
NA
L)PH
ASE
/ T
IME
EMPL
OYE
E EX
PERI
ENEC
(IN
TERN
AL)
ENG
AGEM
ENT
INSI
GH
TS &
OPP
ORT
UN
ITIE
S
OPPORTUNITIES• Improved sort/search in IM• Spreadsheets for reconciliation of settlements
INSIGHT• Automated activity in many shops
OPPORTUNITIESEnter trades into software from IM.
OPPORTUNITIESImproved script writing for exporting reports
PAIN POINT• IM’s pricing does not always
match what is quoted. • Pop-ups can block more
important information
PAIN POINTTicket disappears if the particular market sells
OPPORTUNITIES• Market Data • All fundamental data available• Visibility into other Markets
PAIN POINT• Markets cleared through are not
included in settled prices. • When running reports must log out to
clear report parameters• Price at the end of the month has to be
changed manually
PAIN POINT• Ticket disappears if the
particular market sells • Have to close the log every
so often
INSIGHT• Pricing adjustments occur at varying
frequency as needed. • Many pain points are due to users running
legacy versions of the software.
INSIGHTThe presence or lack ofinformation affects the speed with which customers interpret data.
PAIN POINT• Pop-ups are often in the way are
blocking more important information.
• Must close IM regularly to avoid slow downs.
PAIN POINT• Doesn't properly scale when
trading at different deltas
PAIN POINTFit to screen only works if you are not decaying the day.
PAIN POINT• Must manually remove dummy
trades from.• Software doesn't scale properly
when trading at a different delta.
PAIN POINTCannot have two instances open at the same time (e.g., to compare pricing models and scenarios)
INSIGHT• Many IM pain points are due
to users running legacy versions of the software.
• Terms used in the system makes customizing the software confusing.
INSIGHTA high percentage of the on-screen business is done through Brokers.
PAIN POINTTicket disappears if the particular market sells
PAIN POINT• Ticket disappears if the particular
market sells • Have to close the log every so often
PAIN POINT• Doesn't properly scale when
trading at different deltas
PAIN POINTCannot have two instances open at the same time (e.g., to compare pricing models and scenarios)
PAIN POINTIt’s difficult to know where to search for answers
FoldersUmbrella Calculator
"Hello, you are through to
SVL"
FIELD SALES AGENTFace-to-face sales workflow
"We can do better than that"
SVL
Ecoes
SVL Process
Experian
CISE
The address is copied out, dictated over the phone, or verified at least 10 times during the process
CHECKING CURRENT SUPPLIER
FSAs generally plan their own days.These are often fairly ad-hoc, and aresubject to change during the couse of the day.
WHAT DICTATES THE PLAN?
GETTING READY WALKING THE AREA QUALIFICATION NEGOTIATION VERIFICATIONCREDIT CHECK PAPERWORK & CONTRACT WELCOME PACK & END OF PROCESSFIND DECISION MAKER
“I’m already an EDF customer”
“My boss isn’t here”
PED Sheet Diary Blackberry
Contracts Forms Letters
Contract LettersDD Forms
"Hello,
SVL""Do you have
a few minutes?"
Book of prices
Principal Terms
Business First
Business connectPrincipal Terms
Business Connect
CC NumberAddressMeter typeEnd DateRegistration TagCurrent supplierIn Contract?Date of sale
PriceEstimate amount of consumption
COT formMeter readingMeter Serial numberCOT date
Sale type CONFIRM: CONFIRM:
Script
SVL number
COT formMeter readingMeter Serial numberCOT dateAny questions?
Principal termsMeter readingsStandard payment amountMistakes on contract?Date signEnd dateCurrent supplierPayement methodAmount of monthly DDData protectionLegal scriptThird parties
Thank you script
10 am 10:20 am 10:35 am 10:40 am 11:20 am 11:25 am 11:40 am 12 noon
11:05 am
1In rural areas, agents are more likely to use PED sheets as SMEareas are harder to discover. In urban areas, COTs are more frequent so PEDs are used less. Some agents use their ethnicity to connect with customers. In Birmingham, some deals were carried out in Hindi, Punjabi, or Guajarati.
WALKING THE AREA2“You need the owner, it’s tough to get the owner in the shop”FSAs work hard to establish rapport with customers.This rapport can be undermined by imperfect or missing information.FSAs develop their own strategies to avoid embarrassment when caught out by the lackof reliable data.
“HELLO, IS YOUR BOSS IN?”3 “I CAN GET YOU A FANTASTIC DEAL ON YOUR ELECTRICITY”4 “I CAN GIVE YOU A CREDIT CHECK”FSAs have to divide their attention between the customer and SVL. This can inadvertently cause them to be rude to the customer.
5 PAPERWORKThe length of time that the sales process takes noticeably agitatesthe customer. Errors on forms result in setbacks, where the agent hasto fill out whole forms again.
7 VERIFICATION PROCESSData errors are not caught early in the process, andrequire a large amount of repeated effort to rectify.During the verification, a large amount of information is dictated over the phone. This includes all the information on the contract including notes, as well as verifying the customer details and Direct Debit information.
8 SUCCESS9BOOK OF PRICES6Agents often talk about how good their prices are. Sometimes they quote a price before the credit check, and then add that it would be subject to creditcheck. Customers are often confused as to why they cannot get a price straight away. In one case the price was not given until one hour into the process..
If there is a discrepancy between their price and the price that SVL quote during verification, the agents often trust their own book more becauseit is printed.
After the sale has been verified, the FSA fills out the key details on the welcome pack and gives it to the customer. The agent then has to post the cancellation or COT letter using registered post. This means that they need to go to a post office.
of visits resulted in a sale
“My contract is notup for renewal yet”
“I don’t knowwho my supplier is”
Research locationsminimum amount of time
to fill out a contract.
Maximum time on hold to SVL.
- minimum number of SVL have to take to make a sale.
SALES VERIFICATION LINEWorkflow for supporting sales
CUSTOMER JOURNEY
• The blueprint brings togetherstakeholders from the key functionsacross a journey’s key moments of
need• Data redundancies and sources of
record can be identifiedcollaboratively, supporting initiatives
to more effectively design and buildsystems of engagement
• By providing a holistic view,stakeholders can slice throughmoments that matter to diagnoseroot causes of problems and identifynon-obvious relationships amongpeople, processes and technology
• Increased visibility across experientialand functional areas enables smarterdecision making and long term
strategic value
A Blueprint Reveals...An Engagement Blueprint provides a detailed view that yields immediate and long term benefits:
About CapgeminiA global leader in consulting, technology services and digital transformation, Capgemini is at the forefront of innovation to address the entire breadth of clients’ opportunities in the evolving world of cloud, digital and platforms. Building on its strong 50-year heritage and deep industry-specific expertise, Capgemini enables organizations to realize their business ambitions through an array of services from strategy to operations. Capgemini is driven by the conviction that the business value of technology comes from and through people. It is a multicultural company of 200,000 team members in over 40 countries. The Group reported 2016 global revenues of EUR 12.5 billion.
Identifies what the customer is doing, in context, on what screen/device and for what purpose. Exposes thinking, feeling and doing.
EMPLOYEE JOURNEY
Identifies what the employees are doing to support the customer experience. Includes in-context description of systems interaction, departmental hand-offs, data exchanges, direct customer contact, etc.
BUSINESS PROCESS
Identifies the flow of the business. It describes, transaction movement, decisions, dependencies, roles, activities, information and artifacts.
APPLICATIONS + SOFTWARE
Identifies all of the behind the scenes applications and software necessary to support the customer and employee experiences.
TECHNOLOGY + ARCHITECTURE
Identifies the technology stack and architecture that supports each customer and employee experience. Includes hand-offs, data exchanges, middle ware, etc.
OPPORTUNITIES + PAIN POINTS
The drill down through the layers allows us to identify all pain points (customer, employee, technology) and provides guidance for making meaningful improvements.
Get Started
• Engagement Blueprints can start from any part of yourenterprise, from IT to marketing.
• They range from 4 week projects that identify quick wins, up to12 weeks that can reveal broader trends and data
• Let’s begin the conversation!