Engagement Blueprint - Capgemini · PED Sheet Diary Blackberry Contracts Forms Letters. Contract DD...

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.

Send approval summary

Receive coarse-screen approval summary

SINGLE SOURCE

OF TRUTH (SSOT)

Event record stage-gate approval

Assign employeesto project


Review Profit and Loss (P&L)



G

Approve charter

G

? ApprovedOutcome?

Not Approved

Canceled

Review charter and provide feedback

Receive automated notification







Send charter for approval

Download charter slides

G




G

G

Approve Profit and Loss (P&L)

G

? YesApproved?

No


Send Profit and Loss(P&L) for approval

G

View Net Present Value (NPV)

G

Upload financial data (Valuation and SKUs)

G


G


G

? YesGlobalproject?

Yes

No

Receive approval summary








Approve charter

G

? YesApproved?

No




Communicate revisions through email

Upload OOP and Capital for all regions

G




Approve “Coarse Screen”

Send coarse-screen approval summary

G

? YesApproved?

No




G

Upload financial data (”one forecast”)

G

Create “parent” project

Introduce new product concept

G









Refine financials









Approve data event

G

Create “child” project per region

G


G

SINGLE SOURCE

OF TRUTH (SSOT)


Approve data event

G

Approve Profit and Loss (P&L)? YesApproved?

No



G



SINGLE SOURCE

OF TRUTH (SSOT)


Approve data event

G

Approve charter

G

? ApprovedOutcome?

Not Approved

Canceled























G





G

G


G

(global and regional views)

G


G


G


G

? YesGlobalproject?

Yes

No


G


G

Refine financials


No


G



SINGLE SOURCE

OF TRUTH (SSOT)


Approve data event

G

Approve charter

G

? ApprovedOutcome?

Not Approved

Canceled























G





G

G


G


G

Send Profit and LossG


G


G

? YesGlobalproject?

Yes

No


G


G

Refine financials

(Follow charter approval process)

SINGLE SOURCE

OF TRUTH (SSOT)


Approve data event

G


SINGLE SOURCE

OF TRUTH (SSOT)


Approve data event

G


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


EXECUTION



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





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 POINT• Ticket disappears if the particular

market sells • Have to close the log every so often




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


SINGLE SOURCE

OF TRUTH (SSOT)







G

Approve charter

G

? ApprovedOutcome?

Not Approved

Canceled











G




G

G

Approve Profit and Loss (P&L)

G

? YesApproved?

No



G


G


G


G


G

? YesGlobalproject?

Yes

No









Approve charter

G

? YesApproved?

No






G




Approve “Coarse Screen”

Send coarse-screen approval summary

G

? YesApproved?

No




G

Upload financial data (”one forecast”)

G

Create “parent” project

Introduce new product concept

G









Refine financials









Approve data event

G

Create “child” project per region

G


G

SINGLE SOURCE

OF TRUTH (SSOT)


Approve data event

G


No



G



SINGLE SOURCE

OF TRUTH (SSOT)


Approve data event

G

Approve charter

G

? ApprovedOutcome?

Not Approved

Canceled























G





G

G


G


G


G


G


G

? YesGlobalproject?

Yes

No


G


G

Refine financials


No


G



SINGLE SOURCE

OF TRUTH (SSOT)


Approve data event

G

Approve charter

G

? ApprovedOutcome?

Not Approved

Canceled























G





G

G


G


G

Send Profit and LossG


G


G

? YesGlobalproject?

Yes

No


G


G

Refine financials


SINGLE SOURCE

OF TRUTH (SSOT)


Approve data event

G


SINGLE SOURCE

OF TRUTH (SSOT)


Approve data event

G


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


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


EXECUTION



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









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


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 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.


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 POINT• Ticket disappears if the particular

market sells • Have to close the log every so often




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!

Engagement Blueprint - Capgemini · PED Sheet Diary Blackberry Contracts Forms Letters. Contract DD...

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Transcript of Engagement Blueprint - Capgemini · PED Sheet Diary Blackberry Contracts Forms Letters. Contract DD...