- Outstanding Customer Service
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- Achieve 95% state of service across group
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- Service target 98%; develop customer experience across group – target 86% customer retention on contract business
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- Ensure personal accountability for customer relationships
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- Tier 1 customers receiving good attention
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- Tiers 2 and 3 customers to receive greater attention
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- Customer Care – management of customers throughout entire life cycle
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- Account Management Cycles for new and existing contracts, but lifecycle management largely weak
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- Improvement in lifecycle management
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- Customer responsiveness and proactive communication
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- Proactive customer management to improve query resolution times and retention and identify growth opportunities
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- Improvements in first-time query resolution, customer responsiveness and proactive communication
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- Front line incentives and recognition
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- Good progress in UK Pest in roll-out of front-line incentives and recognition
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- Wider roll-out of front-line incentives and recognition
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- Develop service and sales capability
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- Sales capability – good traction in Pest Control and Ambius, Hygiene improving, but progress slow
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- Revenue growth in contract businesses from H2
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- Upgrade functional and operational management
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- Service capability – traction in technical training, scheduling, route optimisation, customer care and lead generation
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- Focus on customer care and lead generation, roll-out of route optimisation across businesses (City Link, Textiles & Hygiene)
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- Administration – Programme Olympic
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- Management strengthened in Asia, Textiles & Hygiene and group functions
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- Appointment of new MD City Link
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- Drive performance management, global grading and HR information systems
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- Programme Olympic delivering insight in sales productivity, account management and bids and tenders
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- Programme Olympic to drive improvements in retention, customer complaints, cross-selling and bids and tenders
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- Delivering Operational Excellence
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- Consistent KPIs across the organisation
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- Roll-out of 16 standard KPIs down to branch level
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- Further improvement in KPIs across group
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- City Link and Textiles & Hygiene turnarounds
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- Good progress in improving City Link hub and depot structure and IT capability; poor performance from weak operational management
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- City Link improvement plan in place by October focused on operations, contingency planning, customer care and sales and marketing; financial performance weak until then
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- Develop common information systems and processes
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- Textiles & Hygiene Benelux impacted by weak operational control and challenging markets
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- Financial control stabilised in Benelux, pricing pressures easing and operational plans in development to improve profitability; update on recovery plan at Q1
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- Transfer and sharing of best practice
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- Further roll-out of iCABS and PDAs, Navision implementation in US, development of common Textiles operating system
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- Further development of common systems and processes across group
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- Progress in transfer and sharing of best practice
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- Lowest Cost and Maximum Cash
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- Deliver £75m cost savings in 2010
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- £60m cost savings (City Link hub/depot consolidation, Textiles & Hygiene procurement and plant rationalisation, Pest Control and other group programmes incl. £17m savings from indirect procurement)
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- £60m cost savings (incl. £20m from City Link) through service productivity improvements, procurement (product rationalisation and indirects) and reduction in overheads
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- Achieve 102% + cash conversion target in 2010
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- Further reduction in administration and overheads from 18% to 17%
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- City Link savings from reduction in use of sub-contractors, route optimisation and hub/depot rationalisation
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- Drive down administration costs
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- Further reduction in DSO from 49 to 47 days; cash conversion 114%; capex 87% of depreciation (2010 target 95%)
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- Two-day reduction in DSO from 47 to 45; cash conversion at 100%; ongoing control of capital expenditure at 95% of depreciation
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- Increase textiles processing productivity
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- Deliver procurement savings
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- Market segmentation and brand development
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- Growth pilots to underpin sales and growth potential – IT investments to aid sales productivity, cross-selling, job sales and pricing, customer account management/complaint management; traction in 2010 and adoption of new procedures underway
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- Increasing traction from pilots evidenced by improvements in retention, new contract sales and reduced customer complaints
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- Service expansion through acquisitions of Knightsbridge Guarding, Sweden dental reclamation business and services division of Connaught plc (acquired early 2011)
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- Ongoing development of service expansion and innovation agenda
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- Pipeline of acquisition opportunities identified in existing and developing markets (North America, Middle East, China and India)
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- Acquisitions in existing and developing markets (North America, Middle East, China and India)
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