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bluesky thinking case study

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bluesky thinking case study

  1. 1. L/O/G/O Case Study: Blue Sky Thinking Syndicate 5 Muhammad Ridwan – 29112555 Machadi Dhana – 29112303 Mahammad Khadafi – 29112324 Pedro Putu Wirya – 29112565 Seto Kusparyanti – 29112306 Yuliani Dewi Risanti – 29112321 Rahdianto Maulana – 29112554
  2. 2. Case Background • Stagnancy of Current Business Performance of First Choice Holiday. • Achieve the company revenue by 10% year on year.
  3. 3. First Choice Holiday • A travel agent industry which has more 14,000 employees. • Operation in all over 16 countries and had £ 2.6 billion turnover in 2005. • Sell packages through its First Choice and Holiday Hypermarket retail travel outlets, call centers, online and through third-party travel agent.
  4. 4. Blue Sky • Blue sky is consulting specialises in performance improvement in sales and customer services operation. • The company has 20 full-time employees and 80 associates working with them.
  5. 5. Problem Formulation • First’s choice sales conversion rates had been static for two years. • Need some evaluation on company performance (management and sales & marketing). • Third party consultant to assess, analysis and startegies the actions to boost up revenue
  6. 6. Root Cause Analysis Stagnant revenue for 2 years Low sales performance Lack of knowledge and skill Lack of motivation to achieve target Unclear reward and recognition Lack of believe in themself Lack of believe in their product Customer service satisfaction Lack of training Unclear requirement for minimum competency Lack of customer relationship skill Unintegrated business operation Lack of employee recognition Lack of management system Unclear KPI
  7. 7. Solving Method • Develop and communicate a vision and strategy of company for the call center & each departement. • Amend the KPI, effective bonus & incentive scheme, review & clarify the target. • Redefine roles & responsibility. • Address in accurasies in forecasting. • Develop a long term training strategy such as coaching programme, great management training, competency framework, a motivating, etc.
  8. 8. Changing process & implementation • Training, which focus on: – Skills – Knowledge – Attitude • With training approaches are: • Exploring • Showing • Practicing • Consolidating
  9. 9. The delivery of this ‘change management program’ was to solve the problem of FCH sales and management staffs on motivation, focus, and believe in themselves and their products. The delivery is: • Providing a focus trough clear communication of a shared vision. • Gaining commitment by demonstrating management commitment to the sales team by involving them in the sales training. • Address senior management issues. • Motivating sales team by “erection scoreboard’ on graduate bay. • Maintain the momentum of the change management program. Changing process & implementation
  10. 10. Result • Smooth Merger of Direct and Eclipse by re- energize the ‘change management program’ • Different Management Style • Average Passenger Value (APV) increase 12% on Eclipse, 16% on Direct • Mention another positive effect of the new KPI’s and Bonus Structure in Premium seat sales, Group seating, First 4 extra sales, Gold insurance and Car hire.
  11. 11. Lesson Learned • Management by-in (focus on improving the management system). • The new KPI and bonus structure had started to drive performance in all areas and giving the balance performance. • The comprehensive training programme must be introduced that require the skills, knowledge and attitude approach.
  12. 12. L/O/G/O Thank You!

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