阅读新的Forrester报告：Anaplan的总经济影响™
第三方研究结果在3年的组合中发现了303％的ROI，多个客户
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推出了一种新的公司服务模型，以全面大修其激励薪酬计划。现有的计划在古代电子表格和数据库上运行，迟到了三周，交付销售数据，但员工人数增加也无法扩展。借助Anaplan，Telus完全大修了其激励薪酬系统，大大减少了错误，并培养了呼叫中心的文化，将协作和团队绩效优先考虑。
Anaplan实际上是对真理的一个愿景。您可以从各个角度看它。销售补偿经理Alyson Lougheed
1％
应计误差边距，从15％降低
7000
经纪人的赔偿
35
每月百万销售交易
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:
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- 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">Telus是全球通信领导者，很难适应衰老的激励薪酬系统来发展业务目标。该系统在电子表格和16年历史的数据库上运行，并在付款期结束三周后交付了销售数据。只有业务顾问Matthew Sturrock知道所有数据都在哪里居住。
在此背景下，Telus推出了一种新的客户服务模型“ Customer Service 2.0”，该模型旨在使呼叫中心作为统一团队而不是孤独的狼代理商接近客户。该公司还将呼叫中心代理商的数量从全球2,000个增加到7,000，以帮助每月处理超过3500万笔交易。销售补偿经理Sturrock和Alyson Lougheed知道支持这些变化所需的激励补偿系统。
Lougheed和Sturrock与Anaplan Gold Partner Voiant合作，后者使用Anaplan在几个小时内创建了概念验证模型。该集团相信平台的权力，设计了新的薪酬平台的业务逻辑，设计了薪酬模型，并在五个月内完成了构建。
Lougheed和Sturrock的新激励计划奖励团队绩效和客户服务，导致销售文化更加协作。每周的销售数据使领导者对销售业绩的颗粒状可见性，财务应计的每月错误率从15％下降到百分之一。现在，Sturrock花费更多的时间来开发更高级别的分析。“对我来说，这是速度，”他谈到阿纳普兰时说。“计算立即完成。”
其他好处包括：
- 全公司的实时数据和正规报告
- 自动化的梳子后卫节省时间并最大程度地减少争议
- 灵活的薪酬计划适应不断变化的业务优先事项
Lougheed和Sturrock计划扩大Anaplan用途，以涵盖预测和“假设”场景建模。Lougheed说：“ Anaplan实际上是对事实的一个愿景。”“您可以从各个角度看。”
