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SUCCESS STORY: CREDIT CARD INFORMATION PROCESSING
CLIENT:
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Fleet Fueling Credit Card and Information
Processing Company |
DIVISION:
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Entire Corporation |
CONTACT:
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Chief Executive Officer
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MAJOR FUNCTIONS:
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Merchant Marketing, Product Management, Sales, Client Services, Technical Services, Finance and Administration, Human Resources |
SITUATION
The client had evolved over the years from a company that
supplied electronic equipment for capturing fueling data at the
pump to a company that captured fleet expense data for use as a
payment method and for reporting and managing fleet expenses.
This shift required that the company build a market for its fleet
fueling cards by developing partnerships with petroleum merchants
to accept the cards for payment and data capture. Parallel to
building a market, the client had to sell the payment and MIS
services to fleets to generate demand for the product. This loop
of building new market opportunities and generating more product
demand required effective execution of servicing needs.
With over half a million cards outstanding and a sustained growth
rate of 60%, the client's operations had been experiencing
growing pains and they were wrestling with how to evolve the
organization to both keep up with growth rates and solidify the
infrastructure.
LOBUE RECOMMENDATIONS
- Sales Management Process - Establish a clear and cohesive
sales management process by migrating responsibilities for sales
related activities, the acquisition of gallons and cards, to one
centralized department.
- Service Management Process - Assign the focus for all
customer service related activities to one centralized
department, thereby creating consistent, quality-driven customer
contact for all levels of customer/client relationships.
- Human Resource Management Process - A systematic approach
toward the integration of human resource planning into the
strategic planning process had yet to be developed and
implemented. Staffing for new business needs was reactive,
rather than proactive. The recommendation was to integrate human
resource planning into the strategic planning process, ensuring
that the Human Resource department had a prominent position
within the organization.
- Business Management Process - Develop and establish a
Business Management Process that included MBOs, Key Indicators,
Production MIS, Credit Portfolio Performance or Service Level
Agreements Compliance.
- Product Development & Management Process - Create standard
"customized" products, develop a clear and cohesive product
development and management process, and to relocate
responsibility for this function, including channel development,
to a single centralized department.
- Implementation Management Process - Standardize the
implementation process and centralize implementation-related
activities and respective servicing responsibilities to optimize
focus and create accountability and ownership for the process.
REAL RESULTS
An organization was designed to support the client's strategy, to
project the company on a trajectory toward a 100% productivity
improvement across the business and to implement improvements
intended to increase process quality by 50%. Key deliverables
toward this objective include the following:
- Organization Design to Support Strategy
- Market development and product management activities were centralized into
departments focused on these important strategic issues.
- Management and coordination of sales functions were consolidated
into a single department focused on optimizing these sales
strategies. Customer service activities have been consolidated
into a single department that is focused on supplying superior
service through a "single customer service window."
- The Human Resources functions were given prominent position in the
organization to support the strategic nature of human resource
development.
- Quality Improvement - Service quality was improved by
eliminating the multiple contact points that customers and
partners had within the client organization. Quality was
improved by clarifying job responsibilities and establishing
accountability for all processes within the company.
- Management Process - Key Performance Indicators were
established, allowing management to view the performance of the
organization. Established the Capacity Model discipline for
allocating human resources. Developed the Business Planning
Model to be used to link the Strategic Plan, the Financial Plan,
the Capacity Model, and the Production MIS system. Documented
job descriptions in order to clarify roles of management and
associates.
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