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Kessex

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on 30 September 2014

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Transcript of Kessex

'Kessex' Business Plan
Dean King
People
Experience
Work stream owner - Dean King
Outside of the box
Work stream Lead - Shayne Williams
Measures
Love What You Do
Non Negotiables
What is an RL
Job Roles and profiles
Work Stream owner - John Conyers
CAP
Owner's -
Rob Bradford
Rob Harris
Shayne Williams
Cat Heath
John Conyers
9 Box
Owners - Cluster leaders
Training
Owners-
Succession planning
Owners
Recruitment
Owners - Shane Williams
Store standards
Customer insight
Owners -
D4D
Owners -
Reflect
Owner-
Lead -
Owner's
-
DDD's
Discover
Be interested in every customer

Look for ways to improve
Think creatively
Be inspired
Be Brave!
Always look to ask lifestyle questions
Always ask lifestyle questions
Evaluate Progress
Be excited
Disrupt
Live & interactive products on the shop floor
Inspire our customers to be more digital
Demo the digital experience
Be repaired to overcome failure
Change advisers mind set & behaviors
Challenge
Be positive
Take risks
Anticipate change
Deliver
Customers inspired & excited about technology
More customer recommendations
Amazing atmosphere
Be efficient
Consistency
Be friendly
Smiles on customer & team faces
Adapt & Overcome
Be curious
Support the region in CAP
Effectively support performance management, compliance & process
All store leaders
Establish team members strengths and weaknesses to help coach & develop

Identify talent and set up
development plans
Have an H1 plan of action to improve on APR 4 and 9 box underperformers
Establish team goals & perspective
All store teams
Be on 'Brand'
Deliver a world class customer experience
Dean
Set a regional training standard
Training to be delivered in a digital format
Coordinate training across the region
Guru training - Product based
Advisor training - Sales & Service
All Leaders
Individual accountability
Progress our people throughout the business
Coordinate vacancies across the region
Central CV Hub
Liaise between recruitment & region
Rob Harris
Customer demographics per store
Commercial impacts
Rob Harris
Shayne Williams
Jamie Startup
Cat Heath
Nadine West
Right People
Right Place
Right Time
Flexible Working
Geographical opportunities
Core Values
The Clusters
John - Isle of Thanet, Romford
and Chatham
Shayne- Bluewater, Maidstone and
Lakeside lower
Cat- Chelmsford, Sittingbourne and
Ashford
Rob H- Canterbury, Folkestone and
Southend
Rob B- Harlow, Lakesdie Upper
and T.wells
Shayne Williams
Click and Collect
Work stream lead-
John Morris
Supportive
You understand and support the company's Strategic Direction. Kessex team members support company and team decisions properly made as a consequence of ethical, rational interaction, even in cases where their own view is opposing. Each employee contributes to the permanence of Kessex by, for example, making major contributions to or by ensuring follow-on work and winning desirable new business for the company.
Dependable
Kessex employees are self-reliant in the fulfillment of known commitments and obligations.
Accountable
Kessex Team hold themselves responsible for their commitments, results, and quality of work to customers, partners, and fellow employees. We share ownership of our work and the benefits of our success.
Belief
Belief pertains to believing in ourselves as well as believing in others, and in assuming and believing the best about others’ behaviour and motives.
Courage
Courage is the ability to face and push through hard challenges. It is the willingness to accept tasks that are “above you” and to do what is necessary to carry them through.
The principles of the non negotiables
The 5 Non-Negotiables are the foundations that will drive our Region and company, They drive our relationships with our customers, vendors, and partners. They drive the way we work and interact with each other. Today I’d like to introduce them to you.
Boss


Area Leader
OUTLINED TO DELIVER FOR YOU!
LEADERSHIP
MAKING THE RIGHT DECISIONS
TRANSFORMATIONAL CHANGE

BRAND AWARENESS
REGIONAL RECOGNITION AND PROMOTION
PR MANAGEMENT
DISSEMINATE COMPANY'S STRATEGIES AND INFORMATION FROM SENIOR LEADERSHIP
ABLE TO INFLUENCE WITHOUT AUTHORITY IN A COMPLEX ORGANISATION

CUSTOMER INSIGHT
CLEAR SERVICE EXECUTION AND EXPECTATION
DIGITAL
REFLECTS THE NEW MARKET
DELIVER MULTI CHANNEL CUSTOMER EXPERIENCE
PEOPLE
PERFORMANCE MANAGEMENT

PLANNING ORGANISING
COST CONTROLLING
P&L ACCOUNTABLE
TRANSLATE REGIONAL STRATEGY


COMPLIANCE
STORE STANDARDS
REACTING TO CHANGING PRIORITIES AND BUSINESS NEEDS
TEAM DIRECTION
STRONG COMMERCIAL AWARENESS SUCCESSFUL BUSINESS MANAGEMENT

LARGER GEOGRAPHICAL STORE LOCATION
Core values are traits or qualities that you consider not just worthwhile, they represent an individual's or organisation's highest priorities, deeply held beliefs, and core, fundamental driving forces. Core values define what your organization believes and how you want your organisation resonating with and appealing to employees and the external world.
LWYD
3D'S
CUSTOMER EXPERIENCE
TECHNICAL KNOWLEDGE
SYSTEMS & PROCESSES
PEOPLE
PERFORMANCE
COMPLIANCE
EFFICIENCY
DEVELOPMENT
MARKETING
FRANCHISE RELATIONSHIPS
FUN
3D'S
LWYD
Creative Communities
Digital Natives
High Fliers
Understanding our customers is vital.
Consistently successful companies vigilantly study their customers...
This will help support our ability to adapt to market changes.
BI Analytics-Built from our own customer data and behavioural information.
Research with O2 customers-Underlying digital needs of the behaviuoral segments.
10,000 customer surveys filled telling us about their lives and digital needs.
80 customers took part in an online community for 5 weeks.
Focus on digital needs and value.
PAYM & PAYG combined to create a single framework.
Research in the wider market-Validating the segments and behaviours at market level.
Interviews with rival users on digital experiences.
Main 3 Segments
7 Segments
Traditionalist
Playful Hectics
Small Town Savers
Steady Skeptics
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Store standards to be consistent throughout the region
Putting Kessex on the map
Build emotional connections based on trust


• H1 Priority-Talent & Succession/Reflect plans in place, 100% attendance of Leadership workshop. Effective Monthly 121’s/PDPs documented using ‘Your Performance, 100% attendance of Territory briefings. Effective leadership of Poor Performance -APR4
• Evidence of Customer Comments & Fanbase embraced. 100% new starter Induction.

Deliver our trading targets
• H1 Priority- average airtime improvement through D4D, Quarterly KPI’’s delivered.
• 30% insurance, 4G and Refresh mix maximised. Recycle 1/130 conversion.

Passionate about Digital
• H1 Priority- Deliver D4D growth, attendance of LWYD leadership development workshop
• Evidence of ‘Digital World’ brought to life, through team knowledge, demos, Gurus and performance
(e.g. PM, M365, TUGO, Evernote, Click & Collect, GURU appointments)

Deliver & execute the basics brilliantly, every time
• H1 Priority- Store Standards (Front & Back) to benchmark, POS & Promotions executed within timeline , CBT 100% completion,
• Matrix/Vacancies managed to budget, 90% Reflect completion, Audit compliant, evidence of delivery to deadlines. Store Discounting and Bad Debt managed effectively.

Do more with less, support ‘Think Big
• H1 Priority –Recycle 1/130, E-Receipt 40%, Digital Hub pilot.
• Evidence of supporting Think Big Schools, Company commitments & Strategy,

Deliver, execute and embed LWYD transformation
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To create a working enviroment that naturally impacts on reflect
Our 3 Questions
1- My line manager team leader regularly provides me with constructive feedback
2- At my company the opportunities available to me for my development and carrear enhancement are clearly communicated
3- My line manager team leader actively encourages my development
yourperformance
1-2-1s to be completed monthly
9 box to be reviewed
Development plans for future leaders
Please break out into your clusters to talk through any
To have long term plans for future vaccancies
SLs will complete 9 box and agree actions with their cluster leader.

This will then feed into -
-yourperformance
-Succession planning
-CAP



Use 9 box to identify talent
H1 Priority- Engage store teame on love what you do program, Coach store leaders to embrace any changes via work stream output.
Embed a culture that supports LWYD program.
Evidence of 6 things we will be famous for being demonstrated by all store teams.
Bestsellers
Product placement through the review of weekly best sellers.

Display placement around the store right product rght place (Positioning) Freedom to explore.

Stock ordering and availability

Customer Flow

Money Mapping
Desire for Data
Increasing your stores sub rate adding more profit to the bottom line.

Drive the desire for the apps - build the desire for the data.

We need you to get behind D4D by creating really compelling reasons for every single customer to want data – or more data.

Ready for P&L model through understanding subs

Describe a company you think is doing well/badly and explain why you think this is so.

What do you think are key qualities for a company to have to be successful?

What significant factors have affected this industry in recent years?

What do you understand of the role you play in the commercial performance of your region?
Team Expectations
contribute to an organisation’s goals by recognising, utilising and creating opportunities;
demonstrate an understanding of what is happening in the sector;
understand how workplaces and organisations are structured;
understand the nature/requirements of a job;
display an appropriate level of financial awareness;
identify, implement/monitor idea development; and
interpret data presented in a numerical or graphical format
Competitor Activity
Awareness of competitors

Competitor Locality

Promotional actity and calenders

Productline

SWOT

Cost-effective and realistic
Planned to solve a particular problem or meet a specific need
Attractive to a niche market
Commerciality
Commercial awareness could be summed up as an interest in business and an understanding of the wider environment in which an organisation operates: its customers, competitors and suppliers.
It might also encompass understanding of the economics of the business and understanding the business benefits and commercial realities from both the organisation's and the customer's perspectives.
Generally it includes awareness of the need for efficiency, cost-effectiveness, customer care and a knowledge of the market place in which the company operates (current economic climate and major competitors, for example)
Q&A
LWYD Workstream
Close your eyes and imagine a world… a world where you love your job, you can‟t wait to get to work, every new interaction is inspiring, there are lots of opportunities to demonstrate your passion, your customers are loving what you do and how you do it, you‟re being rewarded for something you love and are good at, the company looks after you just as much as you look after your customer… Can you imagine it? Sounds great, doesn‟t it? If we were to say to you that this is how you‟ll be describing your job this time next year, then you‟ll probably think we‟re mad; however, this is exactly what we‟re aiming to do. Now you may be a little doubtful about this, yet we‟re sure you‟re thinking... if only… Well... welcome to the future! Welcome to „Love what you do‟. So put your skeptical thoughts behind you – remember, our past does not define us, our future is not yet written – we can make our legacy be whatever we want it to be and now is the time for change.
Imagine a world_

Consistent and clear set training across the region

LWYD training for all team members
Re




Store standards workstream
Has now been completed on a company basis
Awaiting company direction following 9 box
Guru meeting booked to agree training standards for the region
Shane is to send
out a weekly regional
update.

SLs to inform Shane of
any vaccancies
Guru's
Full transcript