| Welcome to the IPE case study section. Here's
some of the ways our people have helped businesses. |
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At the request of the European Sales Director
and working with him and his international teams, the first task for
the IPE consultant was to work with the organisation to redefine their
CRM aims and requirements. Based on this, the consultant was then
asked to manage the central Siebel CRM team to make sure these aims
and requirements were achieved.
Workshops were led with the business to build, develop and document
common global sales, marketing and forecasting processes. System guidelines
were then documented to make sure the system was used in a consistent
way by the sales division.
The next step was to prioritise and drive system enhancements to maximise
sales force effectiveness and to lead the next country rollouts. A
successful and on time rollout into Central Europe completed the project.
The client praised the IPE consultant's flexibility, excellent business
understanding and ability to integrate into their business to help
deliver on time all requirements and more. |
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The IPE consultant assigned to the project was
selected not only for their service business knowledge but also their
French language skills. This proved to be invaluable to the customer
as communication speed was increased, particularly at lower levels
of the organisation and the consultant was able to act as an interface
between the French organisation and their English speaking headquarters
to speed up decision making.
The service management project was completed on time for the business
acceptance test in France and success on this project has resulted
in repeat business for IPE with the client. |
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Working with the Change Programme manager, a
review was performed in the UK, France, Germany and the USA. This
was then expanded to include the organisation's Headquarter's Operations
and shared service functions.
Several focus areas were analysed which could impact business productivity
and efficiency and a cycle time analysis of key processes showed several
areas where the business was not competitive.
As a cycle time reduction of just two days would save the organisation
£250,000 and some areas uncovered revealed cycles which can
be reduced by up to 24 days, the organisation is now understandably
focusing the next stage of it's change management programme on these
key processes based on the audit findings. |
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| Working with the C.E.O and senior management
team, several issues impacting the business were identified. As a
result, a service strategy and implementation plan was developed with
the company which helped them prioritise actions to be taken over
a twelve month period enabling them to introduce service offerings,
increase sales revenues and customer tie-in whilst, in addition, targeting
certain competitor areas. As part of the global service strategy,
IPE worked with the client to develop a central repair strategy enabling
reduced operational costs and improved lead-time to the customer.
Client feedback rated IPE's intervention as exceeding expectations
and praised their practical expertise in providing workable solutions. |
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| At the request of the C.F.O. a review of all
credit control and cash flow processes was done with the remit to
help reduce excessive aged debt. Working with the functional business
leaders, root causes for invoicing disputes were removed, worldwide
standardised reporting introduced and key business controls were implemented.
Aged debt was reduced by 60% in the United States and over 90 day
debts were reduced from 18% to zero in Asia .55 million dollars were
collected in a 3 month period thereby reducing borrowings and securing
cash at a critical time for the business. |
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| A member of I.P.E. took on an interim Managing
Director role to provide business direction and continuity and ensure
retention of key major contracts during a difficult time for the business.
Providing this stability enabled the company the breathing space required
to ensure staff and customer retention until a more permanent solution
was found. The expertise provided and the achievements during this
time were described by the company as being "much better and
faster than (they could) have imagined". |
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| Many of the company's existing processes were
manual or on differing systems and standardisation were required.
The role played here was to prepare the upfront functional process
mapping, reengineer processes in the areas covered and lead the European
functional implementation working with the relevant business leaders
and users. In addition the requirement was to coordinate with the
U.S Information. Technology team and manage the external systems consultants.
The system was implemented successfully on time and on budget with
orders shipping immediately on go-live. |
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The task involved helping them establish the
organisation structure and requirements, recruitment and training
of call centre staff and implementing all measurements and monitoring
systems. In addition it was necessary to coordinate the French I.T.
team and external vendors on the service management systems to ensure
system readiness and to lead all customer and employee communication.
The centre launch was a success, going live on time and on budget.
It was used as a benchmark organisation by the rest of the companies
in the division and was voted as a top satisfier by customers in an
independent survey.
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| The role involved working with the vendor at
their site to review all key aspects of their business including product
offerings, financials, margins, lead times and manufacturing process.
Recommendations provided enabled the vendor to refocus their business
and rescued them from imminent closure. This bought the time to ensure
product continuity and enable key customer orders to be fulfilled.
The next task was to work with the controls business' sourcing team
to develop a backup supplier and develop a structured transition plan
for the vendor change. The result was fill rates increased from 53%
to 98% within a 3-month period thus safeguarding customer satisfaction. |
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A food manufacturer making a well known type
of chocolate had had many changes in their business, the majority
directly impacting their customer service teams. The company approached
IPE to develop a set of customised courses to built the customer service
representatives' skills, improve team morale and to ensure that the
business drive for service excellence was met.
Following IPE's training programmes, feedback from the teams trained
was that they felt instantly more confident and competent in their
roles. The Customer Service Manager commented:
" IPE was fantastic…. we've had so much positive customer
feedback following your intervention…"
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