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CEE COMMUNITY
OPERATIONS
A VISION ON THE FUTURE
OF SUPPORT ORGANISATION
1
OVERVIEW
/ Introduction
/ Key success factors
/ Mission and values
/ Stakeholder management
/ Value proposition
/ Map of goals
/ Metrics
/ Initiatives
/ Organizational model
/ Modus operandi
/ Roll-out
/ Costs & benefits
/ How to write a success story
2
INTRODUCTION
3
WHAT IS THE CHALLENGE AND KEY SUCCESS FACTORS?
INTRODUCTION CEE CommOps
4
STATUS QUO • 9 locations
• CommOps tasks performed locally
• CommOps service center in Sofia
• Not fully standardized service operations in terms of:
– Processes
– Data sets & metrics
– Training programs
– Technology platforms
• Different local cultures and habits
THE CHALLENGE • Get support operations off
the ground in 90 days
• Set up a framework for a cost efficient and customer focused unit
KEY SUCCESS FACTORS CEE CommOps
5
IN ORDER TO SUCCEED
WE NEED TO: Be data driven
Build a winning
team across
different locations
Keep focus on stakehol-
ders
Excel in customer service
Balance between
standardi-zation and the local expertise
Mix creativity
with delivery
We will evaluate quality of our plans and deliverables, in the context of the Key Success Factors
CEE CommOps
THE STRATEGY
6
WHAT GOALS ARE WE AIMING AT?
MISSION AND VALUES CEE CommOps
CEE CommOps MISION
To deliver the world class support to our riders, partners, and other members of Uber community.
• By world class support we understand setting or at least matching benchmarks in terms of: – Rider and partner support experience
– Quality of service
– Response time
– Cost effectiveness
– Adoption of innovation without loosing the human touch
CEE CommOps VALUES • Purpose (our actions match our goals)
• Accuracy (we are proud of what we do, and we do it right)
• Lean (we avoid waste by making things in a smart way)
• Innovation (we are brave to try new things)
• Team spirit (we share success, and take a responsibility for the job)
• Constructiveness in what we do and speak (we only do things that contribute to our goals)
7
• Mission and values are our tools of communication • We will adjust the mission and values to make sure we fit the Uber culture
STAKEHOLDERS MAP CEE CommOps
8
Stakeholders map is built, based on the assumptions with respect to the scope of CommOps responsibility, and should be adjusted to the real world conditions.
CEE
CommOps
Riders
Partners
Vendors (e.g.. ITC, insurance, financing)
inside the company outside of the company
Local
teams
Vendors (egg. ITC, Marketing)
Country
managers
STAKEHOLDER MANAGEMENT CEE CommOps
9
STAKEHOLDER MATRIX
Latents
Promoters
Apathetics
Defenders
• The classic stakeholder matrix is a good tool for structuring stakeholder management • It is possible to influence stakeholders by moving them on the axis of interest
Interest
Pow
er
Manage closely:
• full engagement
• the greatest effort to satisfy
Keep informed:
• ensure that no major issues are arising
• may be very helpful with the detail of
your tasks
Keep satisfied:
• make sure they are satisfied
• do not bore with too much
communication
Monitor:
• monitor to secure risks
• do not bore with too much
communication
Rid
er
Par
tner
Ven
do
r
Loc.
tea
m
C.M
gr
Reg
ula
tor
Blo
gger
Business stakeholder
Non-business stakeholder
VENDOR MANAGEMENT CEE CommOps
10
CHALLENGES • Achieve optimal level of quality to costs for vendor sourced products, services and technologies
• Improve vendor performance, relationships and vendor risk control
VENDOR MANAGEMENT APPROACH
Strategize and Plan
Develop Gover-nance
Execute
Measure and
Improve
• Define the structure, roles/responsibilities and resources to put a
formal vendor management discipline in place and drive the right
behaviors (product or service elements) to IT or business outcomes for
all the collective third-party relationships.
• Establish an optimal process for making
decisions and assigning decision rights related to
vendor management.
• Agree on authority and flow for decision making.
• Implement and set up feedback mechanisms.
• Use assessment and industry
data to track vendor management
operations and success.
• Responsibilities include
managing and improving vendor
performance, and monitoring and
mitigating vendor risks.
• Ensure optimal management of the vendor contract life cycle and the
commercial parts of the vendor relationship.
• Other responsibilities include managing and improving vendor
performance, and monitoring and mitigating vendor risks.
Relationship development
Contract management
Centralized procurement
Requests management
Vendor risk management
Process and financial control
VALUE PROPOSITION - SUPPORT CEE CommOps
11
RIDERS
Service Relations Image
• My issue is understood and addressed
• I get a bit more than Uber has to give
me
• I can easily find answers to most of my
issues myself
• Social CSR: rider-to-rider support
(positive feedback rewarded with ride
credits)
• I am encouraged to solve my issues on my
own and use a social CSR*
• All issues answered within 24 hours
• Personal touch to answers
* another rider willing to help
• Digital, yet with human touch
PARTNERS
Service Relations Image
• My issue is understood and addressed
• Uber helps me to have a better lifestyle
(training, manuals, community deals)
• Uber helps me to make more money
(training, manuals)
• I can easily find answers to most of my
issues myself
• Social CSR: partner-to-partner support
in exchange for ride credits
• I am encouraged to solve my issues on my
own and share the experience with other
partners
• All issues answered within 24 hours
• Personal touch to answers
• Business partner you may rely on
The value propositions should be adjusted to the company strategy, and constructed for all key stakeholder groups.
MAP OF GOALS CEE CommOps
12
financial perspective
customer perspective
process perspective
learning and development perspective
Achieve optimal cost of the support organization
Make riders love Uber for the support they get
Support Uber partners in lifestyle improvement
and making money
Contribute to Uber brand through world
class support
Continuously improve the customer support based on innovation
Excel in service to rapidly growing customer base
Effectively manage data and technology
platforms
Develop strategic competences
(data analysis, customer service, project management)
Build CommOps dream team
Stay on top of customer service technology
Goal KPI Start.
level
Targ.
Q1
Targ.
Q2
Targ.
Q3
Targ.
Q4
Initiative
Achieve optimal cost of the support
organization
• CommOps budget / No. of rides
[achieved as a result of other
initiatives]
Make riders love Uber for the
support they get
• Rider experience – support
(survey) Customer journey (riders)
Support Uber partners in lifestyle
improvement and making money
• Partner experience – support
(survey) Customer journey (partners)
Contribute to Uber brand through
world class support
• Uber brand ranking in terms of
community support PR/Communication of
community support efforts
Continuously improve the
customer support based on
innovation
* No. of tickets / no. of rides
* Implementation gap (internal audit of
locations vs. desired standard)
Lean support model
Excel in service to the rapidly
growing customer base
• Variance between locations in support
costs / no. of rides
• Quality index (mystery shopper, weighted
average of locations)
• Requests response time
CEE support excellence
Effectively manage data and
technology platforms
• Tech standardization index (internal
audit)
• Data gap (data available vs. desired)
Technology standardization
Develop strategic competences
(data analysis, customer service,
project management)
• % realization of the staff training plan
Staff training plan
Staff recruitment
Stay on top of customer service
technology
• % realization of the customer service
innovation initiatives Customer service
benchmarking & innovation
Build CommOps dream team • Employee satisfaction
• Employee assessment (average)
• Number of posts on the intranet message
board by CommOps employees
Uber culture toolbox
METRICS CEE CommOps
13
Metrics will allow: - make goals more precise - set the pace of change - answer the question whether we achieved our goals
INITIATIVES SUPPORTING THE GOALS CEE CommOps
14
Only after setting the targets, each initiative should be turned into project, with project manager, stages, timeline and budget.
Customer service benchmarking &
innovation
Customer journey (riders, partners)
CEE support excellence
Lean support model
Technology standardization
Staff recruitment and training
Uber culture toolbox
PR/ communication of
community support efforts
CEE CommOps
INITIATIVES
SAMPLE INITIATIVE SET, TO BE REFINED WITHIN FIRST 90 DAYS
THE BUSINESS MODEL
15
WHAT MODEL WILL SUPPORT OUR GOALS BEST?
ORGANIZATIONAL MODEL CEE CommOps
16
LEAN, RESPONSIVE, AND SCALABLE ORGANIZATION
UBER CEE
UBER
POLAND
UBER
RUSSIA
UBER
HUNGARY
UBER
CZECH
UBER
BULGARIA
e.g.. MARKETING / TECHNOLOGY / LEGAL / ADMIN
…
UBER CEE
HEAD
CommOps
CEE HEAD*
CommOps
GLOB. HEAD
CommOps
Manager* +
CSR
CommOps
Manager + CSR
+ Support Center
CommOps
Manager* +
CSR
CommOps
Manager* +
CSR
CommOps
Manager* +
CSR
…
CEE HEAD
…
CEE HEAD
Mixed functional and process structure will allow to manage global process organization, while staying close to local markets.
* CommOps CEE HEAD = CommOps Manager Poland
MODUS OPERANDI CEE CommOps
17
CUSTOMER FOCUS AND COST EFFECTIVENESS
CommOps
CEE Head
CommOps
Manager
Support
Center
Customer
Service Rep.
(CSR)
Riders
Partners
Vendors
• Setting goals and
standards for
community support
• Motivation and
coaching of the
team
• Monitoring of
metrics for the
region
• Supervision of
regional initiatives
• Sharing best
practice within
organization
• Adaptation of
support standards
to the local market
• Organization of
CSR work
• Motivation and
coaching of CSR
• Monitoring of
metrics for the
country
• Supervision and
execution of
CommOps initiatives
• Sharing best
practice within
organization
• Handling of
exceptions and
non-standard
issues
• Monitoring of
metrics for the
country
• Execution of
CommOps initiatives
• Sharing best
practice within
organization
• Handling of
standard customer
requests
• Monitoring of
metrics for the
CommOps function
• Execution of
CommOps initiatives
• Sharing best
practice within
organization
Standard support tasks will be performed by Support Center, while exceptions and customer relationships are managed locally.
Whole support process is optimized and centrally managed.
CENTRAL LOCAL
WORK PHILOSOPHY CEE CommOps
18
WORK SMART, USE TECHNOLOGY
CEE
CommOps
Riders
Partners
Vendors
We:
• seek profit while staying connected to customers
• read data, imagine and test scenarios
• listen to each other
• avoid problems instead of solving them, reduce
waste
• fiercely improve
• deliver perfect first-time quality
• put tools in the service of the idea
• apply autonomation & smart standardization
CHALLENGE – BALANCE CENTRAL VS LOCAL CEE CommOps
19
TOUCH-POINTS: CENTRAL TEAM - CITY TEAMS
CENTRALIZED LOCAL Vision, strategy, process model
Support process management
Competence management
Technology management
Data management
Vendor management
Innovation management
Exceptions management
Support process adjustment
Local competence development
Local response time management
Best practice implementation
Local cost management
Local innovation sourcing
Standard customer requests
processing
Support
Center
Communication management Cultural differences management
CEE
Comm
Ops
INTERACTION / COACHING MODEL CEE CommOps
20
EFFECTIVE COMMUNICATION & FEEDBACK
CommOps
CEE Head
CommOps
Manager
CSR
FEEDBACK
input to
new standards,
performance analysis
CONCEPT
vision, standards, models,
tools, best practice
DEPLOYMENT
training, coaching,
solutions, tools
SUPPORT REQUEST
exceptions & problems
to be managed
FEEDBACK
from the local
markets WORK
ENVIRONMENT
KPIs, CEE team building
CEE
Comm Ops
TRANSLATION OF GOALS TO LOCAL UNITS CEE CommOps
21
MBO SYSTEM AS A BASE FOR BONUS PLAN
UBER
POLAND
UBER
RUSSIA
UBER
HUNGARY
UBER
CZECH
UBER
BULGARIA
MAP OF GOALSCEE CommOps
10
financial perspective
customer perspective
process perspective
learning and development perspective
Achieve optimal cost of the support organization
Make riders love Uberfor the support they get
Support Uber partners in lifestyle improvement
and making money
Build Uber brandthrough world class
support
Continuously improvethe customer supportbased on innovation
Excell in service to rapidly growingcustomer base
Effectively manage data and technology
platforms
Develop strategiccompetences
(data analysis, customer service, project management)
Build CommOpsdream team
Stay on top of customerservice technology
Goal KPI Start.
level
Targ.
Q1
Targ.
Q2
Targ.
Q3
Targ.
Q4
Initiative
Achieve optimal cost of the support
organization
• CommOps budget / No. of rides [achieved as a result of other
initiatives]
Make riders love Uber for the
support they get
• Rider experience – support
(survey)
Customer journey (riders)
Support Uber partners in lifestyle
improvement and making money
• Partner experience – support
(survey)
Customer journey (partners)
Build Uber brand through world
class support
• Uber brand ranking in terms of
community support
PR/Communication of
community support efforts
Continuously improve the
customer support based on
innovation
* No. of tickets / no. of rides
* Implementation gap (internal audit of
locations vs. desired standard)
Lean support model
Excell in service to the rapidly
growing customer base
• Variance between locations in
support costs / no. of rides
• Quality index (mystery shopper,
weighted average of locations)
• Requests response time
CEE support excellence
Effectively manage data and
technology platforms
• Tech standardization index (internal
audit)
• Data gap (data available vs. desired)
Technology standardization
Develop strategic competences
(data analysis, customer service,
project management)
• % realization of the staff training plan Staff training plan
Staff recruitment
Stay on top of customer service
technology
• % ralization of the customer service
innovation initiatives
Customer service
benchmarking & innovation
Build CommOps dream team • Employee satisfaction
• Employee assesment (average)
Uber culture toolbox
METRICSCEE CommOps
11
Metrics will allow:- make goals more precise- set the pace of change- answer the question whetherwe achieved our goals
MAP OF GOALSCEE CommOps
10
financial perspective
customer perspective
process perspective
learning and development perspective
Achieve optimal cost of the support organization
Make riders love Uberfor the support they get
Support Uber partners in lifestyle improvement
and making money
Build Uber brandthrough world class
support
Continuously improvethe customer supportbased on innovation
Excell in service to rapidly growingcustomer base
Effectively manage data and technology
platforms
Develop strategiccompetences
(data analysis, customer service, project management)
Build CommOpsdream team
Stay on top of customerservice technology
Goal KPI Start.
level
Targ.
Q1
Targ.
Q2
Targ.
Q3
Targ.
Q4
Initiative
Achieve optimal cost of the support
organization
• CommOps budget / No. of rides [achieved as a result of other
initiatives]
Make riders love Uber for the
support they get
• Rider experience – support
(survey)
Customer journey (riders)
Support Uber partners in lifestyle
improvement and making money
• Partner experience – support
(survey)
Customer journey (partners)
Build Uber brand through world
class support
• Uber brand ranking in terms of
community support
PR/Communication of
community support efforts
Continuously improve the
customer support based on
innovation
* No. of tickets / no. of rides
* Implementation gap (internal audit of
locations vs. desired standard)
Lean support model
Excell in service to the rapidly
growing customer base
• Variance between locations in
support costs / no. of rides
• Quality index (mystery shopper,
weighted average of locations)
• Requests response time
CEE support excellence
Effectively manage data and
technology platforms
• Tech standardization index (internal
audit)
• Data gap (data available vs. desired)
Technology standardization
Develop strategic competences
(data analysis, customer service,
project management)
• % realization of the staff training plan Staff training plan
Staff recruitment
Stay on top of customer service
technology
• % ralization of the customer service
innovation initiatives
Customer service
benchmarking & innovation
Build CommOps dream team • Employee satisfaction
• Employee assesment (average)
Uber culture toolbox
METRICSCEE CommOps
11
Metrics will allow:- make goals more precise- set the pace of change- answer the question whetherwe achieved our goals
MAP OF GOALSCEE CommOps
10
financial perspective
customer perspective
process perspective
learning and development perspective
Achieve optimal cost of the support organization
Make riders love Uberfor the support they get
Support Uber partners in lifestyle improvement
and making money
Build Uber brandthrough world class
support
Continuously improvethe customer supportbased on innovation
Excell in service to rapidly growingcustomer base
Effectively manage data and technology
platforms
Develop strategiccompetences
(data analysis, customer service, project management)
Build CommOpsdream team
Stay on top of customerservice technology
Goal KPI Start.
level
Targ.
Q1
Targ.
Q2
Targ.
Q3
Targ.
Q4
Initiative
Achieve optimal cost of the support
organization
• CommOps budget / No. of rides [achieved as a result of other
initiatives]
Make riders love Uber for the
support they get
• Rider experience – support
(survey)
Customer journey (riders)
Support Uber partners in lifestyle
improvement and making money
• Partner experience – support
(survey)
Customer journey (partners)
Build Uber brand through world
class support
• Uber brand ranking in terms of
community support
PR/Communication of
community support efforts
Continuously improve the
customer support based on
innovation
* No. of tickets / no. of rides
* Implementation gap (internal audit of
locations vs. desired standard)
Lean support model
Excell in service to the rapidly
growing customer base
• Variance between locations in
support costs / no. of rides
• Quality index (mystery shopper,
weighted average of locations)
• Requests response time
CEE support excellence
Effectively manage data and
technology platforms
• Tech standardization index (internal
audit)
• Data gap (data available vs. desired)
Technology standardization
Develop strategic competences
(data analysis, customer service,
project management)
• % realization of the staff training plan Staff training plan
Staff recruitment
Stay on top of customer service
technology
• % ralization of the customer service
innovation initiatives
Customer service
benchmarking & innovation
Build CommOps dream team • Employee satisfaction
• Employee assesment (average)
Uber culture toolbox
METRICSCEE CommOps
11
Metrics will allow:- make goals more precise- set the pace of change- answer the question whetherwe achieved our goals
MAP OF GOALSCEE CommOps
10
financial perspective
customer perspective
process perspective
learning and development perspective
Achieve optimal cost of the support organization
Make riders love Uberfor the support they get
Support Uber partners in lifestyle improvement
and making money
Build Uber brandthrough world class
support
Continuously improvethe customer supportbased on innovation
Excell in service to rapidly growingcustomer base
Effectively manage data and technology
platforms
Develop strategiccompetences
(data analysis, customer service, project management)
Build CommOpsdream team
Stay on top of customerservice technology
Goal KPI Start.
level
Targ.
Q1
Targ.
Q2
Targ.
Q3
Targ.
Q4
Initiative
Achieve optimal cost of the support
organization
• CommOps budget / No. of rides [achieved as a result of other
initiatives]
Make riders love Uber for the
support they get
• Rider experience – support
(survey)
Customer journey (riders)
Support Uber partners in lifestyle
improvement and making money
• Partner experience – support
(survey)
Customer journey (partners)
Build Uber brand through world
class support
• Uber brand ranking in terms of
community support
PR/Communication of
community support efforts
Continuously improve the
customer support based on
innovation
* No. of tickets / no. of rides
* Implementation gap (internal audit of
locations vs. desired standard)
Lean support model
Excell in service to the rapidly
growing customer base
• Variance between locations in
support costs / no. of rides
• Quality index (mystery shopper,
weighted average of locations)
• Requests response time
CEE support excellence
Effectively manage data and
technology platforms
• Tech standardization index (internal
audit)
• Data gap (data available vs. desired)
Technology standardization
Develop strategic competences
(data analysis, customer service,
project management)
• % realization of the staff training plan Staff training plan
Staff recruitment
Stay on top of customer service
technology
• % ralization of the customer service
innovation initiatives
Customer service
benchmarking & innovation
Build CommOps dream team • Employee satisfaction
• Employee assesment (average)
Uber culture toolbox
METRICSCEE CommOps
11
Metrics will allow:- make goals more precise- set the pace of change- answer the question whetherwe achieved our goals
MAP OF GOALSCEE CommOps
10
financial perspective
customer perspective
process perspective
learning and development perspective
Achieve optimal cost of the support organization
Make riders love Uberfor the support they get
Support Uber partners in lifestyle improvement
and making money
Build Uber brandthrough world class
support
Continuously improvethe customer supportbased on innovation
Excell in service to rapidly growingcustomer base
Effectively manage data and technology
platforms
Develop strategiccompetences
(data analysis, customer service, project management)
Build CommOpsdream team
Stay on top of customerservice technology
Goal KPI Start.
level
Targ.
Q1
Targ.
Q2
Targ.
Q3
Targ.
Q4
Initiative
Achieve optimal cost of the support
organization
• CommOps budget / No. of rides [achieved as a result of other
initiatives]
Make riders love Uber for the
support they get
• Rider experience – support
(survey)
Customer journey (riders)
Support Uber partners in lifestyle
improvement and making money
• Partner experience – support
(survey)
Customer journey (partners)
Build Uber brand through world
class support
• Uber brand ranking in terms of
community support
PR/Communication of
community support efforts
Continuously improve the
customer support based on
innovation
* No. of tickets / no. of rides
* Implementation gap (internal audit of
locations vs. desired standard)
Lean support model
Excell in service to the rapidly
growing customer base
• Variance between locations in
support costs / no. of rides
• Quality index (mystery shopper,
weighted average of locations)
• Requests response time
CEE support excellence
Effectively manage data and
technology platforms
• Tech standardization index (internal
audit)
• Data gap (data available vs. desired)
Technology standardization
Develop strategic competences
(data analysis, customer service,
project management)
• % realization of the staff training plan Staff training plan
Staff recruitment
Stay on top of customer service
technology
• % ralization of the customer service
innovation initiatives
Customer service
benchmarking & innovation
Build CommOps dream team • Employee satisfaction
• Employee assesment (average)
Uber culture toolbox
METRICSCEE CommOps
11
Metrics will allow:- make goals more precise- set the pace of change- answer the question whetherwe achieved our goals
MAP OF GOALSCEE CommOps
10
financial perspective
customer perspective
process perspective
learning and development perspective
Achieve optimal cost of the support organization
Make riders love Uberfor the support they get
Support Uber partners in lifestyle improvement
and making money
Build Uber brandthrough world class
support
Continuously improvethe customer supportbased on innovation
Excell in service to rapidly growingcustomer base
Effectively manage data and technology
platforms
Develop strategiccompetences
(data analysis, customer service, project management)
Build CommOpsdream team
Stay on top of customerservice technology
Goal KPI Start.
level
Targ.
Q1
Targ.
Q2
Targ.
Q3
Targ.
Q4
Initiative
Achieve optimal cost of the support
organization
• CommOps budget / No. of rides [achieved as a result of other
initiatives]
Make riders love Uber for the
support they get
• Rider experience – support
(survey)
Customer journey (riders)
Support Uber partners in lifestyle
improvement and making money
• Partner experience – support
(survey)
Customer journey (partners)
Build Uber brand through world
class support
• Uber brand ranking in terms of
community support
PR/Communication of
community support efforts
Continuously improve the
customer support based on
innovation
* No. of tickets / no. of rides
* Implementation gap (internal audit of
locations vs. desired standard)
Lean support model
Excell in service to the rapidly
growing customer base
• Variance between locations in
support costs / no. of rides
• Quality index (mystery shopper,
weighted average of locations)
• Requests response time
CEE support excellence
Effectively manage data and
technology platforms
• Tech standardization index (internal
audit)
• Data gap (data available vs. desired)
Technology standardization
Develop strategic competences
(data analysis, customer service,
project management)
• % realization of the staff training plan Staff training plan
Staff recruitment
Stay on top of customer service
technology
• % ralization of the customer service
innovation initiatives
Customer service
benchmarking & innovation
Build CommOps dream team • Employee satisfaction
• Employee assesment (average)
Uber culture toolbox
METRICSCEE CommOps
11
Metrics will allow:- make goals more precise- set the pace of change- answer the question whetherwe achieved our goals
• Goals and KPIs will be deployed local units and to the Support Center • The goals and KPIs facilitate informed discussion and allow management by objectives • The goals and KPIs will set the base for a bonus scheme
CommOps
CEE HEAD*
CommOps
Manager* +
CSR
CommOps
Manager + CSR
+ Support Center
CommOps
Manager* +
CSR
CommOps
Manager* +
CSR
CommOps
Manager* +
CSR
THE PLAN
22
WHAT WILL HAPPEN IN THE FIRST 90 DAYS?
ROLL-OUT CEE CommOps
23
MAIN STEPS FOR FIRST 90 DAYS
Review of the processes and
expectations for community support*
Best practice implementation
Recruit & Train
CEE CommOps initiatives
3o days
6o days
9o days
QUICK WIN
PREPARATION
Stages
IMPLEMENTATION
Goals, KPIs, targets and Initiatives refinement
* On-site visits, relationship building, understanding of local specifics, data collection and process analysis
THE BOTTOM LINE
24
WHAT WILL BE TAKEN INTO THE COST-BENEFITS ANALYSIS?
COSTS & BENEFITS CEE CommOps
25
Operational expenses: • Salaries: • Travel: • Other:
CommOps initiatives expenses: • Customer journey (partners) • PR/Communication of community support efforts • Lean support model • CEE support excellence • Technology standardization • Staff training & recruitment • Customer service benchmarking & innovation • Uber culture toolbox
CALCULATION MODEL HIGHLITS
Operational expenses: EUR 12k (1 pers. * EUR7k + 2 pers. * EUR2.5k) EUR 8k (e.g. 10 days * EUR400/day * 2 pers.) EUR 2k (e.g. 10% budget reserve)
CommOps initiatives expenses: • Possible to estimate after definition of initiatives • Initiatives are possible to define after confirmation of goals and targets (e.g. an initiative aimed at cutting the response time by 5% would need a different effort and budget than an initiative supporting the goal of cutting the response time by 50%)
Monthly
Project benefits calculation model, monthly basis
Cost savings – Reduction in no. of tickets: Average cost of ticket processing: EUR 5 • Average tickets monthly: 9 locations * 50 tickets/day * 30 days = EUR 67,500 • Estimated savings on the no. of tickets = 20% • Estimated savings on the cost of ticket processing = EUR 13,500
The key cost drivers are: • no. of locations / towns • no. of partners / drivers • no. of riders • no. of ride requests • no. of rides / completed trips • no. of tickets • no. of employees • driver rating • local legal regulations and culture
• At the time of preparing this material no real values are disclosed, except no. of locations. Thus, only selected issues related to cost budgeting are highlighted here.
THE SUCCESS STORY IS ABOUT TO BEGIN
26
HOW TO BUILD LEADERSHIP AND INTERACT WITH UBER ORGANIZATION?
HOW TO WRITE A SUCCESS STORY CEE CommOps
27
LEADERSHIP DELIVERED
Recruit based on the values
Set the clear rules
of the game
Motivate to excel
Listen and communi-
cate
Give honest
judgment WORK RIGHT WITH THE
RIGHT PEOPLE
• No strict control over the team – it is
costly and not efficient
• What should be taken into consideration?
• Local cultural differences
• Uber’s unique data & analysis
driven culture
• What leadership model would be the
most efficient? It would be to give people:
• Sense of purpose
• Space for creativity
• Room for mistakes that come from
courage to innovate
• Educational support to improve
their weaknesses
• Possibility to celebrate success
• No poppycock
• Example through own acting
HOW TO WRITE A SUCCESS STORY CEE CommOps
28
USING GLOBAL EXPERIENCE AND LOCAL PRESENCE
• Establishing a regular communication channels
with CommOps leads and managers in other
regions (video conference, email, chat)
• Working on the global standard for a CommOps
function that could be adjusted to local
conditions
• Setting up CommOps benchmarks and best
practice database
• Setting the platform to share projects, project
ideas, and project outcomes
• One annual conference of all managers and
leaders responsible for CommOps (sport
chllenge as a vehicle to free revolutionary ideas
and bring people closer together)
THANK YOU
29
JAKUB BANBURA
+48 606 394 762
CLICK HERE TO VISIT ME:
www.linkedin.com/in/jakubbanbura