UBER Community Operations in CEE

CEE COMMUNITY

OPERATIONS

A VISION ON THE FUTURE

OF SUPPORT ORGANISATION

1

OVERVIEW

/ Introduction

/ Key success factors

/ Mission and values

/ Stakeholder management

/ Value proposition

/ Map of goals

/ Metrics

/ Initiatives

/ Organizational model

/ Modus operandi

/ Roll-out

/ Costs & benefits

/ How to write a success story

2

INTRODUCTION

3

WHAT IS THE CHALLENGE AND KEY SUCCESS FACTORS?

INTRODUCTION CEE CommOps

4

STATUS QUO • 9 locations

• CommOps tasks performed locally

• CommOps service center in Sofia

• Not fully standardized service operations in terms of:

– Processes

– Data sets & metrics

– Training programs

– Technology platforms

• Different local cultures and habits

THE CHALLENGE • Get support operations off

the ground in 90 days

• Set up a framework for a cost efficient and customer focused unit

KEY SUCCESS FACTORS CEE CommOps

5

IN ORDER TO SUCCEED

WE NEED TO: Be data driven

Build a winning

team across

different locations

Keep focus on stakehol-

ders

Excel in customer service

Balance between

standardi-zation and the local expertise

Mix creativity

with delivery

We will evaluate quality of our plans and deliverables, in the context of the Key Success Factors

CEE CommOps

THE STRATEGY

6

WHAT GOALS ARE WE AIMING AT?

MISSION AND VALUES CEE CommOps

CEE CommOps MISION

To deliver the world class support to our riders, partners, and other members of Uber community.

• By world class support we understand setting or at least matching benchmarks in terms of: – Rider and partner support experience

– Quality of service

– Response time

– Cost effectiveness

– Adoption of innovation without loosing the human touch

CEE CommOps VALUES • Purpose (our actions match our goals)

• Accuracy (we are proud of what we do, and we do it right)

• Lean (we avoid waste by making things in a smart way)

• Innovation (we are brave to try new things)

• Team spirit (we share success, and take a responsibility for the job)

• Constructiveness in what we do and speak (we only do things that contribute to our goals)

7

• Mission and values are our tools of communication • We will adjust the mission and values to make sure we fit the Uber culture

STAKEHOLDERS MAP CEE CommOps

8

Stakeholders map is built, based on the assumptions with respect to the scope of CommOps responsibility, and should be adjusted to the real world conditions.

CEE

CommOps

Riders

Partners

Vendors (e.g.. ITC, insurance, financing)

inside the company outside of the company

Local

teams

Vendors (egg. ITC, Marketing)

Country

managers

STAKEHOLDER MANAGEMENT CEE CommOps

9

STAKEHOLDER MATRIX

Latents

Promoters

Apathetics

Defenders

• The classic stakeholder matrix is a good tool for structuring stakeholder management • It is possible to influence stakeholders by moving them on the axis of interest

Interest

Pow

er

Manage closely:

• full engagement

• the greatest effort to satisfy

Keep informed:

• ensure that no major issues are arising

• may be very helpful with the detail of

your tasks

Keep satisfied:

• make sure they are satisfied

• do not bore with too much

communication

Monitor:

• monitor to secure risks

• do not bore with too much

communication

Rid

er

Par

tner

Ven

do

r

Loc.

tea

m

C.M

gr

Reg

ula

tor

Blo

gger

Business stakeholder

Non-business stakeholder

VENDOR MANAGEMENT CEE CommOps

10

CHALLENGES • Achieve optimal level of quality to costs for vendor sourced products, services and technologies

• Improve vendor performance, relationships and vendor risk control

VENDOR MANAGEMENT APPROACH

Strategize and Plan

Develop Gover-nance

Execute

Measure and

Improve

• Define the structure, roles/responsibilities and resources to put a

formal vendor management discipline in place and drive the right

behaviors (product or service elements) to IT or business outcomes for

all the collective third-party relationships.

• Establish an optimal process for making

decisions and assigning decision rights related to

vendor management.

• Agree on authority and flow for decision making.

• Implement and set up feedback mechanisms.

• Use assessment and industry

data to track vendor management

operations and success.

• Responsibilities include

managing and improving vendor

performance, and monitoring and

mitigating vendor risks.

• Ensure optimal management of the vendor contract life cycle and the

commercial parts of the vendor relationship.

• Other responsibilities include managing and improving vendor

performance, and monitoring and mitigating vendor risks.

Relationship development

Contract management

Centralized procurement

Requests management

Vendor risk management

Process and financial control

VALUE PROPOSITION - SUPPORT CEE CommOps

11

RIDERS

Service Relations Image

• My issue is understood and addressed

• I get a bit more than Uber has to give

me

• I can easily find answers to most of my

issues myself

• Social CSR: rider-to-rider support

(positive feedback rewarded with ride

credits)

• I am encouraged to solve my issues on my

own and use a social CSR*

• All issues answered within 24 hours

• Personal touch to answers

* another rider willing to help

• Digital, yet with human touch

PARTNERS

Service Relations Image

• My issue is understood and addressed

• Uber helps me to have a better lifestyle

(training, manuals, community deals)

• Uber helps me to make more money

(training, manuals)

• I can easily find answers to most of my

issues myself

• Social CSR: partner-to-partner support

in exchange for ride credits

• I am encouraged to solve my issues on my

own and share the experience with other

partners

• All issues answered within 24 hours

• Personal touch to answers

• Business partner you may rely on

The value propositions should be adjusted to the company strategy, and constructed for all key stakeholder groups.

MAP OF GOALS CEE CommOps

12

financial perspective

customer perspective

process perspective

learning and development perspective

Achieve optimal cost of the support organization

Make riders love Uber for the support they get

Support Uber partners in lifestyle improvement

and making money

Contribute to Uber brand through world

class support

Continuously improve the customer support based on innovation

Excel in service to rapidly growing customer base

Effectively manage data and technology

platforms

Develop strategic competences

(data analysis, customer service, project management)

Build CommOps dream team

Stay on top of customer service technology

Goal KPI Start.

level

Targ.

Q1

Targ.

Q2

Targ.

Q3

Targ.

Q4

Initiative

Achieve optimal cost of the support

organization

• CommOps budget / No. of rides

[achieved as a result of other

initiatives]

Make riders love Uber for the

support they get

• Rider experience – support

(survey) Customer journey (riders)

Support Uber partners in lifestyle

improvement and making money

• Partner experience – support

(survey) Customer journey (partners)

Contribute to Uber brand through

world class support

• Uber brand ranking in terms of

community support PR/Communication of

community support efforts

Continuously improve the

customer support based on

innovation

* No. of tickets / no. of rides

* Implementation gap (internal audit of

locations vs. desired standard)

Lean support model

Excel in service to the rapidly

growing customer base

• Variance between locations in support

costs / no. of rides

• Quality index (mystery shopper, weighted

average of locations)

• Requests response time

CEE support excellence

Effectively manage data and

technology platforms

• Tech standardization index (internal

audit)

• Data gap (data available vs. desired)

Technology standardization


(data analysis, customer service,

project management)

• % realization of the staff training plan

Staff training plan

Staff recruitment

Stay on top of customer service

technology

• % realization of the customer service

innovation initiatives Customer service

benchmarking & innovation

Build CommOps dream team • Employee satisfaction

• Employee assessment (average)

• Number of posts on the intranet message

board by CommOps employees

Uber culture toolbox

METRICS CEE CommOps

13

Metrics will allow: - make goals more precise - set the pace of change - answer the question whether we achieved our goals

INITIATIVES SUPPORTING THE GOALS CEE CommOps

14

Only after setting the targets, each initiative should be turned into project, with project manager, stages, timeline and budget.

Customer service benchmarking &

innovation

Customer journey (riders, partners)


Lean support model


Staff recruitment and training


PR/ communication of


CEE CommOps

INITIATIVES

SAMPLE INITIATIVE SET, TO BE REFINED WITHIN FIRST 90 DAYS

THE BUSINESS MODEL

15

WHAT MODEL WILL SUPPORT OUR GOALS BEST?

ORGANIZATIONAL MODEL CEE CommOps

16

LEAN, RESPONSIVE, AND SCALABLE ORGANIZATION

UBER CEE

UBER

POLAND

UBER

RUSSIA

UBER

HUNGARY

UBER

CZECH

UBER

BULGARIA

e.g.. MARKETING / TECHNOLOGY / LEGAL / ADMIN

…

UBER CEE

HEAD

CommOps

CEE HEAD*

CommOps

GLOB. HEAD

CommOps

Manager* +

CSR

CommOps

Manager + CSR

+ Support Center

CommOps

Manager* +

CSR

CommOps

Manager* +

CSR

CommOps

Manager* +

CSR

…

CEE HEAD

…

CEE HEAD

Mixed functional and process structure will allow to manage global process organization, while staying close to local markets.

* CommOps CEE HEAD = CommOps Manager Poland

MODUS OPERANDI CEE CommOps

17

CUSTOMER FOCUS AND COST EFFECTIVENESS

CommOps

CEE Head

CommOps

Manager

Support

Center

Customer

Service Rep.

(CSR)

Riders

Partners

Vendors

• Setting goals and

standards for

community support

• Motivation and

coaching of the

team

• Monitoring of

metrics for the

region

• Supervision of

regional initiatives

• Sharing best

practice within

organization

• Adaptation of

support standards

to the local market

• Organization of

CSR work

• Motivation and

coaching of CSR

• Monitoring of

metrics for the

country

• Supervision and

execution of

CommOps initiatives

• Sharing best

practice within

organization

• Handling of

exceptions and

non-standard

issues

• Monitoring of

metrics for the

country

• Execution of

CommOps initiatives

• Sharing best

practice within

organization

• Handling of

standard customer

requests

• Monitoring of

metrics for the

CommOps function

• Execution of

CommOps initiatives

• Sharing best

practice within

organization

Standard support tasks will be performed by Support Center, while exceptions and customer relationships are managed locally.

Whole support process is optimized and centrally managed.

CENTRAL LOCAL

WORK PHILOSOPHY CEE CommOps

18

WORK SMART, USE TECHNOLOGY

CEE

CommOps

Riders

Partners

Vendors

We:

• seek profit while staying connected to customers

• read data, imagine and test scenarios

• listen to each other

• avoid problems instead of solving them, reduce

waste

• fiercely improve

• deliver perfect first-time quality

• put tools in the service of the idea

• apply autonomation & smart standardization

CHALLENGE – BALANCE CENTRAL VS LOCAL CEE CommOps

19

TOUCH-POINTS: CENTRAL TEAM - CITY TEAMS

CENTRALIZED LOCAL Vision, strategy, process model

Support process management

Competence management

Technology management

Data management

Vendor management

Innovation management

Exceptions management

Support process adjustment

Local competence development

Local response time management

Best practice implementation

Local cost management

Local innovation sourcing

Standard customer requests

processing

Support

Center

Communication management Cultural differences management

CEE

Comm

Ops

INTERACTION / COACHING MODEL CEE CommOps

20

EFFECTIVE COMMUNICATION & FEEDBACK

CommOps

CEE Head

CommOps

Manager

CSR

FEEDBACK

input to

new standards,

performance analysis

CONCEPT

vision, standards, models,

tools, best practice

DEPLOYMENT

training, coaching,

solutions, tools

SUPPORT REQUEST

exceptions & problems

to be managed

FEEDBACK

from the local

markets WORK

ENVIRONMENT

KPIs, CEE team building

CEE

Comm Ops

TRANSLATION OF GOALS TO LOCAL UNITS CEE CommOps

21

MBO SYSTEM AS A BASE FOR BONUS PLAN

UBER

POLAND

UBER

RUSSIA

UBER

HUNGARY

UBER

CZECH

UBER

BULGARIA

MAP OF GOALSCEE CommOps

10



process perspective



Make riders love Uberfor the support they get


and making money

Build Uber brandthrough world class

support

Continuously improvethe customer supportbased on innovation

Excell in service to rapidly growingcustomer base


platforms

Develop strategiccompetences


Build CommOpsdream team

Stay on top of customerservice technology

Goal KPI Start.

level

Targ.

Q1

Targ.

Q2

Targ.

Q3

Targ.

Q4

Initiative


organization

• CommOps budget / No. of rides [achieved as a result of other

initiatives]


support they get


(survey)

Customer journey (riders)




(survey)

Customer journey (partners)

Build Uber brand through world

class support


community support

PR/Communication of




innovation




Lean support model

Excell in service to the rapidly


• Variance between locations in

support costs / no. of rides

• Quality index (mystery shopper,

weighted average of locations)






audit)





project management)

• % realization of the staff training plan Staff training plan

Staff recruitment


technology

• % ralization of the customer service

innovation initiatives

Customer service



• Employee assesment (average)


METRICSCEE CommOps

11

Metrics will allow:- make goals more precise- set the pace of change- answer the question whetherwe achieved our goals


10



process perspective





and making money


support




platforms





Goal KPI Start.

level

Targ.

Q1

Targ.

Q2

Targ.

Q3

Targ.

Q4

Initiative


organization


initiatives]


support they get


(survey)





(survey)



class support


community support

PR/Communication of




innovation




Lean support model












audit)





project management)


Staff recruitment


technology



Customer service





METRICSCEE CommOps

11



10



process perspective





and making money


support




platforms





Goal KPI Start.

level

Targ.

Q1

Targ.

Q2

Targ.

Q3

Targ.

Q4

Initiative


organization


initiatives]


support they get


(survey)





(survey)



class support


community support

PR/Communication of




innovation




Lean support model












audit)





project management)


Staff recruitment


technology



Customer service





METRICSCEE CommOps

11



10



process perspective





and making money


support




platforms





Goal KPI Start.

level

Targ.

Q1

Targ.

Q2

Targ.

Q3

Targ.

Q4

Initiative


organization


initiatives]


support they get


(survey)





(survey)



class support


community support

PR/Communication of




innovation




Lean support model












audit)





project management)


Staff recruitment


technology



Customer service





METRICSCEE CommOps

11



10



process perspective





and making money


support




platforms





Goal KPI Start.

level

Targ.

Q1

Targ.

Q2

Targ.

Q3

Targ.

Q4

Initiative


organization


initiatives]


support they get


(survey)





(survey)



class support


community support

PR/Communication of




innovation




Lean support model












audit)





project management)


Staff recruitment


technology



Customer service





METRICSCEE CommOps

11



10



process perspective





and making money


support




platforms





Goal KPI Start.

level

Targ.

Q1

Targ.

Q2

Targ.

Q3

Targ.

Q4

Initiative


organization


initiatives]


support they get


(survey)





(survey)



class support


community support

PR/Communication of




innovation




Lean support model












audit)





project management)


Staff recruitment


technology



Customer service





METRICSCEE CommOps

11


• Goals and KPIs will be deployed local units and to the Support Center • The goals and KPIs facilitate informed discussion and allow management by objectives • The goals and KPIs will set the base for a bonus scheme

CommOps

CEE HEAD*

CommOps

Manager* +

CSR

CommOps

Manager + CSR

+ Support Center

CommOps

Manager* +

CSR

CommOps

Manager* +

CSR

CommOps

Manager* +

CSR

THE PLAN

22

WHAT WILL HAPPEN IN THE FIRST 90 DAYS?

ROLL-OUT CEE CommOps

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MAIN STEPS FOR FIRST 90 DAYS

Review of the processes and

expectations for community support*

Best practice implementation

Recruit & Train

CEE CommOps initiatives

3o days

6o days

9o days

QUICK WIN

PREPARATION

Stages

IMPLEMENTATION

Goals, KPIs, targets and Initiatives refinement

* On-site visits, relationship building, understanding of local specifics, data collection and process analysis

THE BOTTOM LINE

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WHAT WILL BE TAKEN INTO THE COST-BENEFITS ANALYSIS?

COSTS & BENEFITS CEE CommOps

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Operational expenses: • Salaries: • Travel: • Other:

CommOps initiatives expenses: • Customer journey (partners) • PR/Communication of community support efforts • Lean support model • CEE support excellence • Technology standardization • Staff training & recruitment • Customer service benchmarking & innovation • Uber culture toolbox

CALCULATION MODEL HIGHLITS

Operational expenses: EUR 12k (1 pers. * EUR7k + 2 pers. * EUR2.5k) EUR 8k (e.g. 10 days * EUR400/day * 2 pers.) EUR 2k (e.g. 10% budget reserve)

CommOps initiatives expenses: • Possible to estimate after definition of initiatives • Initiatives are possible to define after confirmation of goals and targets (e.g. an initiative aimed at cutting the response time by 5% would need a different effort and budget than an initiative supporting the goal of cutting the response time by 50%)

Monthly

Project benefits calculation model, monthly basis

Cost savings – Reduction in no. of tickets: Average cost of ticket processing: EUR 5 • Average tickets monthly: 9 locations * 50 tickets/day * 30 days = EUR 67,500 • Estimated savings on the no. of tickets = 20% • Estimated savings on the cost of ticket processing = EUR 13,500

The key cost drivers are: • no. of locations / towns • no. of partners / drivers • no. of riders • no. of ride requests • no. of rides / completed trips • no. of tickets • no. of employees • driver rating • local legal regulations and culture

• At the time of preparing this material no real values are disclosed, except no. of locations. Thus, only selected issues related to cost budgeting are highlighted here.

THE SUCCESS STORY IS ABOUT TO BEGIN

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HOW TO BUILD LEADERSHIP AND INTERACT WITH UBER ORGANIZATION?

HOW TO WRITE A SUCCESS STORY CEE CommOps

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LEADERSHIP DELIVERED

Recruit based on the values

Set the clear rules

of the game

Motivate to excel

Listen and communi-

cate

Give honest

judgment WORK RIGHT WITH THE

RIGHT PEOPLE

• No strict control over the team – it is

costly and not efficient

• What should be taken into consideration?

• Local cultural differences

• Uber’s unique data & analysis

driven culture

• What leadership model would be the

most efficient? It would be to give people:

• Sense of purpose

• Space for creativity

• Room for mistakes that come from

courage to innovate

• Educational support to improve

their weaknesses

• Possibility to celebrate success

• No poppycock

• Example through own acting

HOW TO WRITE A SUCCESS STORY CEE CommOps

28

USING GLOBAL EXPERIENCE AND LOCAL PRESENCE

• Establishing a regular communication channels

with CommOps leads and managers in other

regions (video conference, email, chat)

• Working on the global standard for a CommOps

function that could be adjusted to local

conditions

• Setting up CommOps benchmarks and best

practice database

• Setting the platform to share projects, project

ideas, and project outcomes

• One annual conference of all managers and

leaders responsible for CommOps (sport

chllenge as a vehicle to free revolutionary ideas

and bring people closer together)

THANK YOU

29

JAKUB BANBURA

[email protected]

+48 606 394 762

CLICK HERE TO VISIT ME:

www.linkedin.com/in/jakubbanbura

http://www.linkedin.com/in/jakubbanbura



UBER Community Operations in CEE

Business

Transcript of UBER Community Operations in CEE