asset enlargement certification part 1

1Version: Oct. 2008

This document contains the mandatory submission data for Sales OPEX Blue Belt and Sales OPEX Black Belt certification. • To ensure prompt processing of your application, please ensure you complete the form carefully and ensure you

provide all necessary data.• Email the completed form to : [email protected]• Fax the sign-off pages to : +49 (0)89 3800 - 6471

This document contains the mandatory submission data for Sales OPEX Blue Belt and Sales OPEX Black Belt certification. • To ensure prompt processing of your application, please ensure you complete the form carefully and ensure you

provide all necessary data.• Email the completed form to : [email protected]• Fax the sign-off pages to : +49 (0)89 3800 - 6471

Project Details

Project Name: Asset EnlargementCompany Name: Allianz ROSNO Asset ManagementProject closure date: 12.09.2008

Project Details

Project Name: Asset EnlargementCompany Name: Allianz ROSNO Asset ManagementProject closure date: 12.09.2008

Black Belt Certification( max. of 2 nominations per project *)

1.

2.

Black Belt Certification( max. of 2 nominations per project *)

1.

2.

Blue Belt Certification( max. of 7 nominations per project*)

1. Andrey Arzhanukhin

2. Alexandr Shepelev

3. Nikita Inshakov

4. Alexandra Tolkacheva

5. Alexandr Voronin

6.

7.

Blue Belt Certification( max. of 7 nominations per project*)

1. Andrey Arzhanukhin

2. Alexandr Shepelev

3. Nikita Inshakov

4. Alexandra Tolkacheva

5. Alexandr Voronin

6.

7.

Sales OPEX Certification OPEX Certification Application FormApplication Form

*The maximum number of nominations with anyproject is seven. This can be any combination ofBlue and Black nominations provided there areno more than two Black Belt nominations.

*The maximum number of nominations with anyproject is seven. This can be any combination ofBlue and Black nominations provided there areno more than two Black Belt nominations.

2Version: October 2008

Contents 1. Sign-off pages2. Glossary 3. Selecting the right Sales OPEX project4. Where to look for project impact5. Abstract, problem and goal6. Translation function (y=f(x))7. Process parameters and scope8. Team members9. Identify customers and requirements10. SIPOC(R)11. Data collection approach12. ’As Is’ Process map13. 'As Is' baseline statement14. Analysis approach (including understanding sales constraints)15. PDIA: Process differentiation and Impact Analyses16. 'Should Be' process map17. Six sigma calculation (Black belt application)18. ‘Should Be’ baseline statement19. Where to see the project impact20. PDCA: Plan-Do-Check-Act21. FMEA (Black belt application)22. Cost Benefit Analysis23. Milestone plan24. Communication plan25. Net Present Value26. How to complete this form: Hints and tips


1. Sales OPEX Project Certification/Sign-offs (Page 1 of 2)

Please fax these two pages to +49 89 3800 6471 and email the entire submission to [email protected] Project Details

Project name Asset Enlargement Company Allianz ROSNO Asset Management

Candidates (See front page of this document) Certification type Blue Belt Black Belt

Process Owner sign-off (if the candidate is also the Process Owner, please substitute the Process Owner’s immediate manager here) By signing this document the Process Owner agrees:

that the new and/or improved process has been implemented that the process is performing at the levels mentioned on the ‘Monitoring and Controlling' page that, should the process continue to perform at the expected levels, it will achieve the results stated in the ‘Cost Benefit Analysis’

Name Sergey Sulimov Job title Deputy CEO, Head of Retail Financial Services Center

Email address Phone +7 945 231 31 20 ext 8148

Signature Date

Project Sponsor sign-off By signing this document the Project Sponsor agrees:

that the project has been closed and handed over to the Process Owner that the process is performing at the levels mentioned on the ‘Monitoring and Controlling' page that, should the process continue to perform at the expected levels, it will achieve the results stated in the ‘Cost Benefit Analysis’ that all team members submitted here for certification have spent a minimum of 20% of their normal work time as members of the core

project team for the duration of the project (Blue Belt Certification) and a minimum of 50% or their normal work time as a project leader or co-leader. (Black Belt Certification) to endorse the candidates´ eligibility for OPEX Blue or Black Belt Certification

Name Oleg Mazurov Job title CEO

Email address Phone +7 495 231 31 20

Signature Date


1. Sales OPEX Project Certification/Sign-offs (Page 2 of 2)

OPEX Regional Certification Representative sign-off ( If any – currently only for AGF, AGI, AZAP) By signing this document the Regional Certification Representative agrees:

that this project has been closed and handed over to the Process Owner that the process is performing to the levels mentioned in the ‘Monitoring and Controlling' page that, should the process continue to perform at the expected levels, it will achieve the results stated in the ‘Cost Benefit Analysis’ that the project information submitted here is complete and correct to endorse the candidates’ eligibility for OPEX Blue or Black Belt Certification

Name Job title

Email address Phone

Signature Date

Executive Sponsor sign-off (CFO or COO) By signing this document the Executive Sponsor agrees:

that the project mentioned above has been closed and handed over to the Process Owner that the process is performing at levels mentioned on the ‘Monitoring and Controlling' page that, should the process continue to perform at the expected levels, it will achieve the results stated in the ‘Cost Benefit Analysis’ to endorse the candidates´ eligibility for OPEX Blue or Black Belt Certification

Name Oleg Mazurov Job title CEO

Email address Phone + 7 495 231 31 20

Signature Date


2. Glossary (see page 27 for explanation)

Abbreviation/Acronyms: Explanation:


3. Selecting the right Sales OPEX Project

Review the top line figures and profitability Review the customer segmentation Review the sales channel mix

3.2. The project scoring

Find

DistributorWin

distributorKeep

distributorFind

customerWin

customerKeep

customer

x x

3.3. Please tick in the box to show where the project proved impact

3.1. The sales strategy review

Name of Client Linked to Total ProjectNo The Project Value Bus. Strat. Commitment Capability Creative Duration Simplicity Capability Financial Non-Financial Value Type

(Image &/or Motivation)

People Value Project Ease Project Impact

1

GWP

Gold

Po-tential

Value

Neu-tral

Youngsters

XX XX XX

XX XX XX XX

XX XX XX XX

XX XX XX XX

Singles/ couples Fami-lies Best agers

Private segments

XX

Cus-tomer number(thsd.)

(% of customer base)

2008P

XXX

2007A

YYY

(xx%) (xx%) (xx%) (xx%) (xx%) (xx%) (xx%) (xx%)

2008P

XXX

2007A

YYY

2008P

XXX

2007A

YYY

2008P

XXX

2007A

YYY

XX

XX

XX

XX

Small business

(xx%) (xx%)

2008P

XXX

2007A

YYY

XX

XX

XX

XX

Mid-corps

XX

XX

XX

XX

Large corporate

(xx%) (xx%)

2008P

XXX

2007A

YYY

(xx%) (xx%)

2008P

XXX

2007A

YYY

Corporate business

*New business margin for Life; combined ratio for P&C; use product profitability analysis where available

OEMarket

Channel mix (MARKET)

P&C

(GWP)

Life

(GWP)

BancBrokerTA

35%32%10%8%15%

8683

2007

38%

29%

10%

8%

15%

10420

2008

OtherDirect

Channel mix

36.6%38%5.1%0.4%20%

675

2007A

17.6%

47%

12%

0.4%

23%

710

2008P

OtherDirectBancBrokerTA

Channel mix (MARKET)

0%50%10%2%38%

340

2007

0%

44%

15%

3%

38%

442

2008


Channel mix

(VMI MARKET)

1%75%0%4%20%

932

2007A

1%

75%

0%

4%

20%

1119

2008P


CR 2007*

xx

xx

xx

xx

xx

xx

xx

NBM 2007*

xx

xx

xx

xx

xx

xx

xx

Asset Enlargement 10 10 5 10 10 5 10 10 10 5 85 E


4. Where to look for impact

Find

DistributorWin

distributorKeep

distributorFind

customerWin

customerKeep

customer

X X

Before the project

YoungstersSingles/ couples

Fami-lies

Best agers

PrivateSmall business

Mid-corps

Large corporate

Commercial

Tied Agents Brokers Banks Affinity

Sales Channels

Direct

Customer segments

XXFind

Win

Keep

Total

Find= # of potential new distributors targeted (known by name)Win = # of new distributors with first deal closed Keep= # of existing distributors with minimum targets fulfilled Find= # of potential new customers targeted (known by name)

Win = # of new customers Keep= # of existing customers

Find

Win

Keep

Total

XX XX XX

XXXX

XX

XX

XX XX

XXXX

XX XX XX

XXXX

XX XX XX

XX XX XX XX XX XX XX





5. Abstract, problem and goal

Problem Statement Goal StatementThe client’s dispersion is bounded from 12 new customer acquired per sales person to 55 customers acquired per sales person within 1 year.

In 2007 we managed to achieve 100% sales targets of 7 mln euros balance from 150 new acquired customers with 6 sales people; only 1 mln euros balance acquisition since 2008 began, keeping us behind the target with 95%.

Capacity: in 2008 we have 9 employees, able to acquire 2 mln euros each and 7 new staff to hire until Oct 2008 able to acquire 3,5 mln euros in 2008. It makes 21,5 mln euros in total.

Productivity: in 2007: 5 employees – acquired 7 mln euros, including retention rate – 90%.

Market stagnation for last 1,5 years and US mortgage crisis occurred.

High markets volatility due to the South Ossetia war period and “Mechel” situation driving to decrease investments sentiment.

From June 2008 to June 2009 the situation should look like:

Flow: 18 mln euros (till Dec.2008), additional 16 mln euros ((till June .2009), including 7 people hired in 2008)); 3.5 mln (in 2008, people hired before Oct. 2008), 3.5 mln (till June 2009, people hired before Feb. 2009)

Capacity: Hire 7 more sales-people till Feb. 2009

Productivity: 41 mln Euro NCI till June 2009 by 16 employees.

Project summary / abstractWe did this project to optimize our sales process, to increase the number of new customers, and to improve the quality of service and support of existing customers.

This project was urgent because we had low sales capability (conversion of prospects into customers) and we were not meeting our sales plan.

Issues in getting change accepted: resistance of sales-managers systematically and accurately fill out new reports for senior-sales; necessity to motivate sales-managers to work in a new pace and on a new schedule;

Lessons: Understanding and considering sales constraints (capacity, capability and flow) Importance of regular data collection and reports; New methods of measurement and analysis; Importance of step-by-step deep problem research; Understanding of the importance of teamwork – even hard project would be easy if the teamwork is established properly and all team members communicate.

Sales OPEX helped us develop a new work discipline and to reestablish our priorities focused on improving both effectiveness and efficiency.

6. Translation function. Y=f(X)

Inputs Outputs

Elaborated customer search principles

Contacts collection First negotiation Final offer Money transaction Money cashed


7. Process parameters and scope

Name of Core Process: Direct Sales

In scope Out of scope Finding and winning new customers

Documentation for further training and coaching of new sales persons

Candidate profile: communication skills, CM data base;

Pilot the solutions

Sponsors strategy and goal correction

Moscow region as a new OPEX direction.

Framework + content of training

Retention

Performance

Brand Awareness campaign

Hiring new qualified staff

Performance in peer group

Contacts collection

Elaboration of customers

search principles

Obtained contact

First negotiation

Obtained contact Initial offer

Final offer

Initial offer Signed contract

Money transaction

Signed contract

Money cashed


8. Team members

Role Name(s) Why? Time Required

Executive sponsor Oleg Mazurov Senior manager

Sets project importance

Approval of project stages

Support in removing obstacles in project performance

5%

Steering committee Optimization Committee Outcomes assessment 5%

Project manager Andrey Azhjanukhin Supervises all project stages from launch to implementation

50%

Team member Alexandr Shepelev Responsible for process methodology and implementation procedure

30%

Team member Nikita Inshakov Responsible for performance and strategy

20%

Team member Alexandra Tolkacheva Responsible for performance 20%

Subject matter experts

Alexandr Voronin Process mapping, methodology expert, OTP expert

20%

Coach Virgil Soncutean Conducts trainings and provides consultations throughout the project lifecycle

25%

Project Sponsor

Project Manager (Team Leader)

(min. 50% of normal work time)

Project Team Members

(min. 20% of normal work time)

SteeringCommittee

Subject Matter Experts


9. Identify customers and requirements

Note: Sales OPEX projects can consider the Value for Money targets as alternative to CSPR sNote: Sales OPEX projects can consider the Value for Money targets as alternative to CSPR s

Customer Priority CSPR s (Optional) Value/ money targets

CEO H 41 mln Euros NCI by June 2009

Clients H See table below

10= above market average5 =market average

1 =below market average

35

10

5

10

10

Main Competitor

510Safe transaction (secure, trust, reputation)

55Brand

2025Total score

55Simplicity (easy to access )

55Performance (associated with market performance, strong brand, professional representatives, etc)

Market average

Allianz What customer values when buys from an advisor? (same importance)

Value/ money analyses

10

8

35

8

9

Value / money targets


11. Data collection approach

• Describe the application of at least three tools.• If sampling is used for data collection please attach an explanation to this page as to how the sampling size was

calculated. • Data collection tools include: check sheets, frequency plots, concentration diagrams, walkthroughs, MIFA,

information flow analysis, reports, transactional reviews, plus many more.• Supporting documentation can be attached to this page ( if required ).

• Describe the application of at least three tools.• If sampling is used for data collection please attach an explanation to this page as to how the sampling size was

calculated. • Data collection tools include: check sheets, frequency plots, concentration diagrams, walkthroughs, MIFA,

information flow analysis, reports, transactional reviews, plus many more.• Supporting documentation can be attached to this page ( if required ).

What did you measure? (CSPRs and other) How did you measure it? (Describe tools, who, where in the process, for how long, segmentation, definition, sampling etc.)

Plan achievement Check sheets, Systematic reports, Frequency plots, transactional reviews.

Each step in the process was measured individually for the sellers on a daily basis for 3 months. Then activity measurements were tracked and controlled.

Capacity Create and Implement new types of reports with segmentation of activity: Where each seller reported on his/her daily activities in terms of time for each activity, number of calls, meetings, negotiations.

Capability Create and Implement new types of reports with segmentation of activity;

Flow Create and Implement new types of reports with segmentation of activity.


12. ‘As Is' process map (see next slide for continuation)

asset enlargement certification part 1

Business

project details project

project information

project leader

project isseven

project scoring

right sales opex project

project sponsor sign

process map