阅读新的Forrester报告:Anaplan的总体经济影响™
第三方研究发现，在3年的时间内，多个客户组合的投资回报率为303%
TELUS introduced a new, company-wide model for customer service that required a complete overhaul of its incentive compensation plan. The existing plan ran on ancient spreadsheets and databases, delivered sales data three weeks late, and couldn’t scale with increases in headcount. With Anaplan, TELUS completely overhauled its incentive compensation system, dramatically reducing errors and fostering a call-center culture that prioritized collaboration and team performance.\r\n"}}" id="text-626d719a9a" class="cmp-text">
TELUS在全公司范围内引入了一种新的客户服务模式，需要对其激励薪酬计划进行全面改革。现有的计划是在古老的电子表格和数据库上运行的，销售数据的交付晚了三周，而且无法随着员工人数的增加而扩展。通过ananplan, TELUS彻底改革了其激励薪酬体系，极大地减少了错误，并培养了优先考虑协作和团队绩效的呼叫中心文化。
阿纳潘是对真相的一种想象。你可以从各个角度看。alison Lougheed，销售薪酬经理
1%
应计项目的误差幅度从15%降低
7000
代理的补偿监督
35
每月百万笔销售交易
A global communications leader, TELUS had difficulty adapting an aging incentive compensation system to evolving business goals. The system operated on spreadsheets and 16-year-old databases, and delivered sales data three weeks after a pay period had ended. Only business consultant Matthew Sturrock knew where all the data lived.\r\n
Against this backdrop, TELUS introduced a new customer service model, “Customer Service 2.0,” which aimed to have call centers approach customers as unified teams rather than lone-wolf agents. The company also increased the number of call center agents from 2,000 to 7,000 worldwide to help handle more than 35 million transactions a month. Sturrock and Alyson Lougheed, Manager of Sales Compensation, knew the incentive compensation system needed to support these changes.
\r\nLougheed and Sturrock worked with Anaplan Gold Partner Voiant, who created a proof-of-concept model in a few hours using Anaplan. Convinced of the platform’s power, the group devised the business logic for the new compensation platform, designed the compensation model, and completed the build in five months.
\r\nLougheed and Sturrock’s new incentive program rewards team performance and customer service, resulting in a sales culture that is far more collaborative. Weekly sales data gives leaders granular visibility into sales performance, and financial accruals’ monthly error rate has dropped from 15 percent to one percent. Sturrock now spends more time developing higher-level analytics. “To me, it’s the speed,” he says of Anaplan. “Calculations get done immediately.”
\r\nOther benefits include:
\r\n- \r\n
- Real-time data and regularized reporting across the company \r\n
- Automated claw-backs save time and minimize disputes \r\n
- Flexible compensation plans adapt to changing business priorities \r\n
Lougheed and Sturrock plan to expand Anaplan use to cover forecasting and “what-if” scenario modeling. “Anaplan is really one vision of the truth,” Lougheed says. “You can look at from all angles.”
\r\n"}}" id="text-8f4bbddf0d" class="cmp-text">作为全球通信行业的领导者，TELUS在调整老化的激励薪酬体系以适应不断变化的业务目标方面遇到了困难。该系统在电子表格和已有16年历史的数据库上运行，并在发薪期结束三周后交付销售数据。只有商业顾问马修·斯特罗克(Matthew Sturrock)知道所有数据保存在哪里。
在这种背景下，TELUS推出了一种新的客户服务模式“客户服务2.0”，旨在让呼叫中心以统一的团队而不是独狼代理的形式与客户联系。该公司还将全球的呼叫中心代理数量从2000人增加到7000人，每月帮助处理超过3500万笔交易。Sturrock和销售薪酬经理Alyson Lougheed知道需要激励薪酬系统来支持这些变化。
Lougheed和Sturrock与Anaplan的黄金合作伙伴Voiant合作，后者使用Anaplan在几个小时内创建了一个概念验证模型。由于相信平台的强大功能，该团队为新的补偿平台设计了业务逻辑，设计了补偿模型，并在五个月内完成了构建。
Lougheed和Sturrock的新激励计划奖励团队表现和客户服务，从而形成了更具协作性的销售文化。每周的销售数据为领导者提供了销售业绩的详细可见性，财务应计项目的每月错误率从15%下降到1%。Sturrock现在花更多时间开发更高级别的分析。“对我来说，最重要的是速度，”他谈到Anaplan时说。“计算马上就能完成。”
其他好处包括:
- 全公司实时数据和定期报告
- 自动收回节省时间，减少纠纷
- 灵活的薪酬计划可以适应不断变化的业务优先级
Lougheed和Sturrock计划将Anaplan的使用范围扩大到预测和“假设”情景建模。Lougheed说:“Anaplan实际上是对真相的一种想象。“你可以从各个角度看问题。”
