1 / 20

2012/13 BTW Business Plan

4. CONFIDENTIAL. 2012/13 BTW Business Plan. Agenda. Business Strategy 2012/13 Anna Matty Resourcing Plan Angela Donnelly Performance and Absence Chris Amos. Business Strategy.

tuyet
Download Presentation

2012/13 BTW Business Plan

An Image/Link below is provided (as is) to download presentation Download Policy: Content on the Website is provided to you AS IS for your information and personal use and may not be sold / licensed / shared on other websites without getting consent from its author. Content is provided to you AS IS for your information and personal use only. Download presentation by click this link. While downloading, if for some reason you are not able to download a presentation, the publisher may have deleted the file from their server. During download, if you can't get a presentation, the file might be deleted by the publisher.

E N D

Presentation Transcript

  1. 4 CONFIDENTIAL 2012/13 BTW Business Plan

  2. Agenda • Business Strategy 2012/13 Anna Matty • Resourcing Plan Angela Donnelly • Performance and Absence Chris Amos

  3. Business Strategy

  4. At >20% of Group profits, BTW’s financial performance continues to have a very material influence on the value of the Company

  5. The plan set out at the beginning of H2 was straightforward….it just needed to be executed on Fixing the basics and the cost base Increased strategic clarity and investment in key growth areas Bolder Diversification

  6. Accelerated execution on the key strategic interventions is key to BT Wholesale’s performance this year 1 2 3 Fix the basics Cost transformation Contract execution Pipeline growth Product range plans Forecasting Oct 2011 – Jun 2012 Increase strategic focus Mobile sector Indirect channel IP services IT services IDD Oct 2011 – Oct 2012 Add scope and scale Customers served Channels used Role in value chain Geographic coverage Acquisitions 2012/13 • Customer service - making service a source of value and differentiation • People - investing for growth and quality, while reducing cost Enabling strategies

  7. We are moving on the main platforms for future growth Stop Non Core and sub-scale activities; re-invest talent and cash Radically improve BT Wholesale Service Delivery Model and Quality Crack BT Wholesale strategic relevance to the Mobile Sector; plan for growth Redefine and scale the Indirect Distribution Business Unit in BT Wholesale Rapid scale growth in IP Voice, IPX and IDD. Reposition BT Wholesale Establish IT Services and Managed & Professional Services portfolio & strategy Land a couple of Boat-rockers Strategy Driven Success

  8. BTW Customer Service – Today’s model BTW CS Facts 10 UK sites 2,213 Agents 8.4mBroadbandLines 3.4mWholesaleCalls Lines 280k DataCircuits 15k BBContactsper week +3 Offshore sites

  9. 90:90:10 Customer Service Strategy • What’s 90/90/10 all about?: • Challenging our current thinking in three key areas: • Enabling our customers to self serve • Moving from reactive to proactive • Ensuring the best quality service where intervention is required Who are our customers? - A simple two segment view… SELL TO (enabler of CP’s own services) 90 Maximising self-serve SELL THROUGH (CP sells BTW products on) 90 Maximising pro-activeness 10 Ensuring quality

  10. And we have made changes in the way we work to get it right for the customer, first time One Contact Resolution Going out: Quality Checks QCA ,multiple checks , gates , and levelling documents. Quality score no longer a component of the DICE score Coming in: Quality case reviews One generic review document , focused on OCR , manager control, success criteria reduced to 2 QOS gates and 2 RFT gates

  11. How far down the 90/90/10 road are we? L2C & T2R % % % % % % Not measured Today % % % 20% 90% Data 60% Not measured 90% Voice 100% Natural 75% 90% Broadband Not measured Q1 Q2 Q3 Q4

  12. Common service model Delivery by product category Customer segment driven service Manage reported events Predict to prevent Metrics focused on the process Measure customer outcomes High volume, high people intensity Automate, self serve, shift left/right One size fits all Standard model with tailor-made options

  13. …we’ve started making changes already, albeit small CSPG Helpdesk set-up Scaled (May-June) Broadband HLE owned by onshore Segmented Service Model 12/13 – 13/14 Wholesale CMC Pan-product HLEs (April) Service Edge ‘MyCMC’ Incubator ISPCo (May) • Managed order desk • Ethernet • (April)

  14. We can not easily compete on cost, but we can on the quality of service that we offer the customer margin Negative ISPco – status quo with mix of UK Newgrid, Capita and IBM ISPco – all delivered by third party resource ISPco – all UK on Newgrid T&Cs Example based on Harlequin deal

  15. Resource Plan

  16. 11/12 Full Year TLR was 1485 FTE (1264 FTE Direct Labour and 221 FTE Offshore)

  17. All initiatives aligned to Strategic Drivers - ServicEdge - Transaction Reduction The CS Cost Transformation Strategy

  18. We are forecasting further reductions in 12/13 whilst continuing to invest in skills for the future

  19. Redeployment is key to delivering the 12/13 plan, but it will be very challenging

  20. Our primary focus will be to reskill and redeploy people to areas of growth. We will use of offshore teams for declining and lower value work were we can

More Related