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| Automotive |
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| Growth remains low -about 2-3% annually and price incentives that OEMs rely on to protect market share wreak havoc with their bottom lines, threatening the viability of some of the biggest companies in the world. |
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| Retail |
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| And as if you hadn't noticed: money is tight right now. So, retailers are in trouble. Real trouble. If they think the old model will work now, well, they've got one heck of a sticker shock coming down the pipeline. |
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| Healthcare |
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| The challenges facing the healthcare industry is complex and evolving. There are no easy solutions. Spending on healthcare, already pegged at $7 trillion globally, is outgrowing GDP by about 2% per year. |
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| Insurance |
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| In this turbulent environment, insurance companies face challenges that are significant. The financial crisis has had cascading effect on the insurance sector. |
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| Financial Services |
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| The present downturn made the titans crater while cautious financial institutions braced for the worst. This led to industry leaders revamp the way the business of finance was done. |
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Intervention Model / Methodology |
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| A business model, from our point of view, consists of elements that, taken together, create and deliver value. The most important to get right, by far, is the creation of Customer value proposition leading to implementation of intervention and sustenance. |
| THE PMA MODEL |
Performance Management Architecture (PMA)® as a business mapping tool is to ensure that the services created properly represent the business performance view and are not just what departmental managers or entity CEO’s think the business services should be.
At the heart of PMA® planning is the process of defining performance architectures for the use of information in support of the sales, service or customer relationships and the plan for implementing those architectures.
Dealer/retail business performance Architecture should always represent the highest and most dominant architecture. Every service( sales, after-sales, customer service support) should be created with the intent to bring value to the business in some way and must be traceable back to the performance architecture.
PMA® is a method of efficiently aligning a retail organization with the wants and needs of customers . It is a holistic management approach that promotes business effectiveness and efficiency while striving for innovation, flexibility and integration with technology. As organizations strive for attainment of their objectives, PMA® attempts to continuously improve processes - the process to define, measure and improve your processes – a ‘process optimization' process.
A performance management process is a collection of related, structured activities that produce a service or product that meet the needs of a client. These processes are critical to any retail organization as they generate revenue and often represent a significant proportion of costs.
Retail performance articles and pundits often discuss Retail Performance Management from one of two critical factors – people and technology. |
| PEOPLE |
Retail performance management (RPM) is considered by many to be a nascent philosophy mainly because the management systems in organizations attribute low performance to the front line personnel leaving the middle and senior level management out of the gambit.
But real time experiences show that the managers are the one who need to drive the initiative provided they have the requisite skill set of identifying gaps and reinforcing the skill levels or making them acquire the required skills warranting for the business transaction. RPM alignment to the customer means that customer-facing staffs are best suited to understand customer needs and must be empowered to make improvements. Many of these improvements can be done without the use of new technology. |
| TECHNOLOGY |
The technology part that is usually seen in the retail front is in most cases as database management (enquiry entry, job card entry etc in case of Auto retailing as an example) culminating in invoicing and payment collection. Some see that information moves between enterprises provided software packages and immediately think of a fool proof system that is under control. But rarely is one in control as the necessary reports are required for usage by manager and end users for decision making and progress in a changing market place.
Both of these concepts of people and technology go into the definition of retail performance management process . For instance, the size and complexity of daily tasks ( say sales personnel’s call activities) often requires the use of technology to model efficiently. Bringing the power of technology to staff is part of the retail performance management credo.
Many tout retail performance management as the bridge between Information Technology and Business. But usually the basics before that are overlooked mainly because of inefficient use of data available or due to lack of decipherable data for decision makers to take progressive/corrective action for performance improvement. This could relate to people skills in case of sales function in terms of sales personnel’s knowledge level, customer interface skills, sales process skills. And if it’s for after-sales service, the essence of customer interface, diagnostic skills culminating in right diagnosis and right estimation of cost and time of work and delivery schedule respectively. |
| Performance Management Architecture (PMA) ® Life Cycle: |
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| DESIGN |
Process Design encompasses both the identifying of existing processes and designing the "to-be" process.
Areas of focus include:
Representation of the process flow with the actors within it,
Alerts & notifications with escalations to stake holders/Managers as relevant,
Standard Operating Procedures,
Service Level Agreements and
Task hand-over mechanisms
Review audits for compliance
Good design reduces the number of problems over the lifetime of the process Whether or not existing processes are considered, the aim of this step is to ensure that a correct and efficient design is prepared.
The proposed improvement could be in human to human, human to system, and system to system workflows, market, or competitive challenges faced by the businesses. |
| MODELING |
Modeling takes the theoretical design and introduces combinations of variables, for instance, changes in manpower or increased expenses, that determine how the process might operate under different circumstances.
It also involves running "what-if analysis" on the processes: What if I have 75% of resources to do the same task? Or, say, What if I want to do the same job for 80% of the current cost? |
| EXECUTION |
One way to regulate processes is to develop an application system that executes the required steps of the process; however, in practice, these applications rarely execute all the steps of the process accurately or completely. One approach is to use a combination of software and human intervention; however this approach is more complex especially when the personnel involved are not adept in decoding the output and translating into actionable agenda. The other fall out could be the lack of systemic process for personnel to use the output and derive enhanced performance.
As a response to these problems, process has been developed that enables the full business process (as developed in the process design activity) to be defined in a actionable process which can be directly executed by the respective role holders.
The effort is to see that the role holders are equipped with information before hand rather than searching for information to take decisions. This subtle interface with technology and human intervention brings reduction in time for information gathering and time could be utilized for execution of work.
A real time analogy would be for a sales head to have all information for his team (enquiries with source and status, orders at hand, expected orders for the day, planned follow-up calls etc. on the system) and this information could be used to plan and direct the team to enhance each individual’s performance. This does away the age old system of questioning and gathering information in a typical internal sales meeting scenario. This unique method enhances performance by the role holder (here the sales head) directing and coaching/training or channelizing the strengths or weakness of his individual team members to achieve his goals resulting in increased overall performance. Also, the personnel would tend to find value, motivation intrinsic in the system.
Business benchmarks need to be used by systems/process to provide definitions for governing performance, and a business rule engine can be used to drive process execution and resolution. |
| MONITORING |
Monitoring encompasses the tracking of individual processes so that information on their state can be easily seen and statistics on the performance of one or more processes provided. An example of the tracking is being able to determine the state of a sales enquiry (e.g. enquiry received , follow-up plan, order confirmation or order loss , invoiced ) so that problems in its operation can be identified and corrected.
Examples of the statistics or data generated are the generation of measures on how quickly a customer enquiry is processed or how many enquiries were processed in the last month and how many converted and from which source. These measures tend to fit into three categories: cycle time and productivity among others.
The degree of monitoring depends on what information the business wants to evaluate and analyze and how business wants it to be monitored, in real-time or ad-hoc. .
Process Mining is a method of using tools related to process monitoring. The aim of process mining is to analyze event logs extracted through process monitoring and to compare them. |
| OPTIMIZATION |
| Process optimization includes retrieving process performance information from the modeling or monitoring phase and identifying the potential or actual bottlenecks and potential rooms for COST SAVINGS or other improvements and then applying those enhancements in the design of the process thus continuing the value cycle of Performance Management Architecture®. |
| AFTER THOUGHT |
The initial focus of PMA® has been on the automation of mechanistic business processes, it has since been extended to integrate human-driven processes in which human interaction takes place in series or parallel with the mechanistic processes. A common form is where individual steps in the business process which require human intuition or judgment to be performed are assigned to the appropriate members of an organization
PMA® can be used to understand functions say Sales through expanded views that would not otherwise be available . These views include the relationships of processes to each other which, when included in the process model, provide for advanced reporting and analysis that would not otherwise be available. Performance Management Architecture (PMA) ® in simple terms be the backbone of effective organizational Management.
All processes modeled must be executable in order to bring to life the attribute of optimal cost run resulting in increased business; in other words “More bricks with less straw” |
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