Presented by:

Mahak AjmeraRoshdi AlaqtamFlorian Schmidt

22.01.2014 2Ricoh Belgium Case Study

1. Organizational Model

2. Key Information

3. Adding Value for Customers

4. Enabler and Result

5. Improvement Projects

6. DMAIC

7. Quick Win Portfolio

8. Final Statement

22.01.2014 3Ricoh Belgium Case Study

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Ricoh Company – Founded in 1936, Tokyo, Japan

Specializes - Technology and Services

Mission – Committed to providing excellence to improve the quality of living.

Vision – To be the most trusted brand with irresistible appeal in the global market.

Ricoh Europe

Employees – 17,000

20 countries EMEA region

Revenue - € 3.5 billion in 2011

Ricoh Belgium – Supplier of office copier machines established in 1985.

Customers – Hardware (18,300) and Software (1,116)

2 legal entities –

Ricoh Belgium NV (Net Sales - € 150 million in 2011)

Ricoh Luxembourg Sàrl (Net Sales - € 13 million in 2011)

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Strategy to grow and increase profitability.

From Hardware Supplier

Global Service Solution Provider

• Office solutions• Managed document services• IT services• Consulting• Software

• Printer• Production Printer• Copier• Multifunction Printer• Wide Format

Ricoh Belgium Case Study

Strengths Areas of Improvements

• Ricoh keeps track of operational performance using daily, weekly and monthly KPIs, which includes customer surveys.

• Ricoh responding and acting to customer feedbacks are essential to provide a further improvement opportunity.

• Staff are trained in “Ricoh Academy” on using CRM tool which helps have a complete view of product holdings and identify potential sales of new products and services.

• It is not clear how Ricoh evaluates and assesses of the staff training in Ricoh Academy.

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Strengths Areas of Clarification

• Ricoh defines value proposition process in its Business Development Plan in 4 steps: market, customer, technology and sales. (ref. 5c1)

• It will be good if there is more explanations of value proposition process definition which is made by business development team.

• Ricoh developed a Marketing Communication Strategy. Specific KPIs are used to measure the actions in this strategy (Market Share, Unit Sales). (ref. 5c2)

• Ricoh communicates different strategies internally and externally. Showing the processes and actions followed for achieving this will be an advantage.

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Strengths Areas of Clarification

• Satisfaction with Invoicing & Administration remains reasonably consistent despite changes in the follow up processes (ref. 6a3)

• The number of customers asked in CS – graphs is not explicitly mentioned (sample size)!

• The target values were always achieved in “CS - User Training & Instruction” (ref. 6a5)

• More clarification about the target value of 80% utilized for “CS - User Training & Instruction”

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Strengths Areas of Clarification

• The percentage of Repeat Visits has steadily reduced as Ricoh improved the training & support for its engineers. (ref. 6b4)

• Wider range of benchmark will enable better analysis of results.

• Field Efficiency trend shows stability. (ref. 6b5)

• Field efficiency will be more beneficial if it meets Ricoh Europe benchmark.

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CriteriaWeight-

ingIP 1 IP 2 IP 3 IP 4 IP 5 IP 6

C1: Alignment with strategy

0,4 3 1,2 2 0,8 2 0,8 2 0,8 1 0,4 2 0,8

C2: Easiness of implementation

0,4 2 0,8 1 0,4 1 0,4 1 0,4 1 0,4 1 0,4

C3: Impact on the business

0,2 1 0,2 2 0,4 1 0,2 1 0,2 1 0,2 1 0,2

Sum 1,0 2,2 1,6 1,4 1,4 1,0 1,4

Improvement Projects:IP 1 – Gain the knowledge of Sales men for market research.IP 2 – Involve the customer to the development process.IP 3 – Launch of an recycling and reusing system (Printers).IP 4 – Get feedback about strategy communication in company.IP 5 – Comparison of field efficiency between Ricoh Belgium and Europe.IP 6 – Research on the Belgium market for more benchmarks (Performance Measures).

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Define:Gain knowledge of Sales Men for market research in addition to business intelligence companies. (Ref. 5b1)

Measurement: CS – overall satisfaction (Ref. 6a1)new customersTurnover (Ref. 9a1)Market share (Ref. 9a4)

Analyse: Ishikawa – diagram

Improve:Define and organise process (Resources and information)

Check:Compare market research (old and new)

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Problem: Gain knowledge of Sales Men for market research

in addition to business intelligence companies.

(Ref. 5b1)

PEOPLE

TIME

PROCESS

RESOURCES

SYSTEMS

ENVIRONMENT

Sales men are limited in time

Limited schedule

of sales men

SM are in differentregions

More salesassistants to

monitor customers

Show the effortfor gainingKnowlege

Different culture ofCustomers (companies)

Different language (Group)

Define process(share knowledge)

Take care aboutdifferent experience

Define responsibleperson

Include feedbackof SM

Monthly report

Indirect sales channel (30%)

Direct sales channel (70%)

Key accounts

Local not Ricoh group?

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Imp

lem

en

tati

on

ef

fort

Attractiveness of your idea

New sale assistants

hig

hlo

w

low high

Monthly reports (SM)

Define sharing process

Define responsible person

Ricoh Belgium Case Study

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Current state of business excellence:

• Change from hardware supplier to “Global-Service-Solution-Provider”• “Ricoh Academy” combined with CRM tool enables a complete view of

products and customers to identify potential sales of new products and services

• Definition of value proposition process includes 4 steps: market, customer, technology and sales

• The percentage of Repeat Visits has steadily reduced as Ricoh improved the training & support for its engineers

Improvement potentials for the ongoing way to excellence:

• Focus on knowledge of own sales men for market research• Monthly reports from sales men about market• Involve customers to development

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1. Gain knowledge of Sales Men for market research in addition to business intelligence companies. (Ref. 5b1)

2. Customer involvement in development of new/innovative products, services, experiences – learning (5b?)

3. Launch a recycling and reusing system (replacement of old printers) (5 d?)

4. Motivate Account Teams and their customers for ideas to improve products & services (by incentives?) (5 e) – learning?

5. Include a measurement of customer loyalty and engagement (6a?) How many customers changed their supplier? Or would like to do it in future?

6. Include a measurement of the involvement of customers and partners in the design of products/processes/services (6b) – ideas direct from customers!?

7. Know who different customer groups are (existing and potential), what are needs, expectations of them (5c?) – learning?

8. Get feedback about strategy communication in company. (5c)

9. Comparison of field efficiency between Ricoh Belgium and Europe. (6b)

10. Research on the Belgium market for more benchmarks (Performance Measures). (6b)

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CriteriaWeight-

ingIP 1 IP 2 IP 3 IP 4 IP 5 IP 6

C1: Alignment with strategy

0,4 3 1,2 2 0,8 2 0,8 2 0,8 1 0,4 2 0,8

C2: Easiness of implementation

0,4 2 0,8 1 0,4 1 0,4 1 0,4 1 0,4 1 0,4

C3: Impact on the business

0,2 1 0,2 2 0,4 1 0,2 1 0,2 1 0,2 1 0,2

Sum 1,0 2,2 1,6 1,4 1,4 1,0 1,4

Improvement Projects:IP 1 – Knowledge of Sales men for market researchIP 2 – Involve customer to development processIP 3 – Launch recycling and reusing systemIP 4 – Get feedback about strategy communication in company.IP 5 – Comparison of field efficiency between Ricoh Belgium and Europe.IP 6 – Research on the Belgium market for more benchmarks (Performance Measures).

Scoring (Scale): S0: No / very weak fulfilment1: weak / low2: good / high3: very high / excellentAverage: 9/6=1,5

Ricoh Belgium Case Study

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