Transcript Nielsen Regional Review Templates - Alan Aptheker

Region Name
Review
Name
Date
Confidential & Proprietary • Copyright © 2010 The Nielsen Company
Regional Review Checklist
Check Points
Yes/No
Have COE Leaders reviewed their sections?
Have COE Leaders reviewed the entire deck?
Have required pre-meeting reviews taken place?
Has the completed deck been reviewed by GBS Communications at least two
business days prior to the prep meeting?
Is the number of pages in the deck no more than the total length of the
meeting, divided by 4 (e.g. 8 hour meeting deck should have no more than 120
slides)?
Are the sections in the proper order, as outlined in the agenda?
Global Business
Services
April 13, 2015
Page 1
Confidential & Proprietary
Copyright © 2010 The Nielsen Company
Process Guidelines
• This template should be used to build your regional review deck
• If adding pages, please be sure to do the following:
– Ensure readability—fonts must be legible—no smaller than 14 point in text boxes,
no smaller than 10 point in tables or charts
– Use Nielsen color scheme for all charts; text should always be black, except for
page titles, which should be Nielsen Blue
– When importing slides from other decks/templates, ensure they conform to Regional
Review template look and feel
– Please DO NOT insert tables and charts as pictures/images.
• The number of pages in the deck should be less than or equal to the total
length of the review meeting divided by 4 (e.g. 4 hour review deck < 60
slides).
• The entire presentation MUST be reviewed by key stakeholders including
COEs before the prep meeting and Mitchell’s review.
• GBS Communications must review the presentation before the prep meeting.
Please deliver the complete deck, and allow 2 days for review.
Global Business
Services
April 13, 2015
Page 2
Confidential & Proprietary
Copyright © 2010 The Nielsen Company
Agenda
Time (ET)
Topic
Presenter(s)
Opening
Financials
MSci
Data Acquisition
Operations
Technology
BPI
Meeting Wrap-up
Global Business
Services
April 13, 2015
Page 3
Confidential & Proprietary
Copyright © 2010 The Nielsen Company
Core Standard Templates
Cost Walk
$$ in MM @ BR
* IAG Excluded
Takeaway
Global Business
Services
April 13, 2015
Page 5
Confidential & Proprietary
Copyright © 2010 The Nielsen Company
Funnel
2009
PLAN
ACTUAL
Item #1
$XXMM
$XXMM
Item #2
$XXMM
$XXMM
Item #3
$XXMM
$XXMM
Item #4
$XXMM
$XXMM
TOTAL
Global Business
Services
April 13, 2015
$XXMM
Page 6
$XXMM
Confidential & Proprietary
Copyright © 2010 The Nielsen Company
Add Targets / R,Y,G
definitions to all KPI charts
Scorecard
Service
Contractual Delivery
Global Business
Services
Quality
Cycle
time
April 13, 2015
Comments
Page 7
Confidential & Proprietary
Copyright © 2010 The Nielsen Company
Include cost of all
completed projects
Job Jar View
• XX projects delivered
• XX still in flight in DATE and XX will be in flight in DATE
• Using XX% of our capacity in QUARTER ‘09
Q2’08
Q3’08
Q4’08
Q1’09
Q2’09
# Projects Completed
# Projects In-flight
Still To Be Completed
In-Flight for next Quarter
Total FTE to be allocated
Already committed
Available workload
Available capacity for 2009 projects
Global Business
Services
April 13, 2015
Page 8
Confidential & Proprietary
8
Copyright © 2010 The Nielsen Company
List of new
programs for
discussion…
On the Horizon
• Project One
• Project Two
Takeaway
Global Business
Services
April 13, 2015
Page 9
Confidential & Proprietary
Copyright © 2010 The Nielsen Company
Competitive Landscape
Should include 2-3 key
competitors, their
competitive performance,
and additional description.
• Explanation of Company X competitive performance, description
• Explanation of Company Y competitive performance, description
Global Business
Services
April 13, 2015
Page 10
Confidential & Proprietary
Copyright © 2010 The Nielsen Company
Four-blocker
Text
Text
• Text
• Text
Text
Text
• Text
• Text
Global Business
Services
April 13, 2015
Page 11
Confidential & Proprietary
Copyright © 2010 The Nielsen Company
Text Slide
Text
• Bullet
Takeaway
Global Business
Services
April 13, 2015
Page 12
Confidential & Proprietary
Copyright © 2010 The Nielsen Company
Picture Slide
Text
• Bullet
Global Business
Services
April 13, 2015
Page 13
Confidential & Proprietary
Copyright © 2010 The Nielsen Company
Chevrons/Process
Text
Text
Global Business
Services
Text
April 13, 2015
Page 14
Confidential & Proprietary
Copyright © 2010 The Nielsen Company
Numbered List
1.
4.
Title
Text
2.
Text
5.
Title
Text
3.
Title
Title
Text
6.
Title
Text
Title
Text
Global Business
Services
April 13, 2015
Page 15
Confidential & Proprietary
Copyright © 2010 The Nielsen Company
Table
Global Business
Services
April 13, 2015
Page 16
Confidential & Proprietary
Copyright © 2010 The Nielsen Company
• When copying and pasting symbols into the
table, make sure you select “Keep Source
Formatting”
(Country Name): The Watcher – DATE
Select Clients
Strategic Clients
Quality
Carrefour
LeClerc
Cadbury
Danone- France
Danone- Blédina
Nestlé
Unilever
Bongrain
Kraft Food
LU
Diageo
P&G
Henkel
Coca Cola
Reckitt Benckiser
Pernod Ricard
Colgate
Ferrero
SC Johnson
Intersnack
Benedicta/ Heinz
Panzani
Douwe Egberts
DIM
Beiersdorf
Orangina
Glaxo SmithKline
COTY
Sara Lee
Bacardi Martini
Kronenbourg
General Mills
LDC
K
K
L
K
K
K
J
L
K
J
K
K
K
K
K
J
K
L
K
K
L
L
K
L
L
L
K
K
J
L
L
On Time































Global Business
Services
J
J
J
J
K
J
J
L
K
J
L
L
J
J
K
J
J
J
K
J
J
J
J
J
L
L
J
K
J
J
J
Coverage
UCWO
N
Y
N
N
N
Y
N
N
Y
Y
N
N
N
N
N
Y
N
Y
N
N
N
N
N
N
N
N
N
Y
N
N
N
N
N
Y
N
N
Y
N
N
N
Y
N
N
N
Y
Y
Y
N
N
N
N
Y
Y
N
N
N
Y
N
Y
N
Y
Y
Service
Satisfaction
• Delete any extra spaces above or below
images in table after pasting































J
K
K
K
J
K
K
K
K
J
K
K
K
K
K
J
J
L
J
K
K
K
J
K
J
J
J
K
K
K
K































J
K
K
K
K
L
J
L
K
K
K
L
K
J
K
K
J
L
K
K
K
L
J
K
K
L
K
K
K
K
L































• Font for table cells with symbols should be
set to “Wingdings”
April 13, 2015
Page 17
Confidential & Proprietary
Copyright © 2010 The Nielsen Company
For On Time Delivery slides
find way to show target
delivery date (e.g. D+20)
Region RMS – Key Timelines KPI Trend
On Time Delivery
Target
Value
Country
Sep'08 Oct'08 Nov'08 Dec'08 Jan'09 Feb'09 Mar'09 Apr'09 May'09 Jun'09 Jul'09 Aug'09
Country 1
95.5% 100.0% 98.1% 100.0% 98.9% 99.8% 99.6% 99.7% 99.8% 99.7% 99.8% 99.8% 100.0%
Country 2
97.6% 99.8% 98.4% 98.0% 99.0% 99.2% 99.7% 99.4% 98.8% 98.9% 99.8% 99.6% 100.0%
Country 3
99.3% 99.3% 99.0% 98.7% 98.7% 98.7% 98.5% 98.4% 98.0% 98.6% 98.2% 98.3% 100.0%
Country 4
100.0% 99.9% 99.9% 99.0% 100.0% 100.0% 100.0% 100.0% 100.0% 100.0% 100.0% 100.0% 100.0%
Country 5
100.0% 100.0% 100.0% 100.0% 96.4% 94.4% 98.2% 100.0% 100.0% 100.0% 100.0% 99.6% 100.0%
Country 6
100.0% 99.9% 100.0% 100.0% 100.0% 100.0% 100.0% 100.0% 100.0% 99.2% 100.0% 100.0% 100.0%
Country 7
99.3% 93.8% 95.0% 90.0% 100.0% 99.3% 99.5% 99.5% 99.3% 99.0% 99.3% 99.2% 100.0%
Country 8
98.7% 99.4% 99.1% 98.7% 99.0% 99.3% 97.3% 98.8% 98.9% 98.5% 98.1% 99.1% 100.0%
Country 9
95.9% 95.7% 98.6% 93.5% 96.6% 96.8% 97.2% 98.3% 98.8% 98.9% 98.6% 99.0% 100.0%
Country 10 100.0% 100.0% 100.0% 100.0% 100.0% 100.0% 100.0% 100.0% 100.0% 100.0% 100.0% 100.0% 100.0%
Country 11 100.0% 100.0% 100.0% 100.0% 100.0% 100.0% 100.0% 100.0% 100.0% 100.0% 100.0% 100.0% 100.0%
Country 12 100.0% 100.0% 100.0% 100.0% 100.0% 100.0% 100.0% 100.0% 100.0% 100.0% 100.0% 100.0% 100.0%
Country 13 100.0% 100.0% 100.0% 100.0% 100.0% 100.0% 100.0% 100.0% 100.0% 100.0% 100.0% 100.0% 100.0%
Country 14 98.5% 100.0% 100.0% 100.0% 100.0% 100.0% 100.0% 100.0% 100.0% 100.0% 100.0% 100.0% 100.0%
Country 15 99.0% 93.3% 100.0% 94.8% 100.0% 100.0% 100.0% 99.7% 100.0% 100.0% 100.0% 100.0% 100.0%
Global Business
Services
April 13, 2015
Page 18
Confidential & Proprietary
Copyright © 2010 The Nielsen Company
For CPS, only show metrics in
meaningful months when data is
delivered.
Region CPS – Key Quality KPI Trend
Sample Fulfillment (%)
Country
Sep'08 Oct'08 Nov'08 Dec'08 Jan'09 Feb'09 Mar'09 Apr'09 May'09 Jun'09 Jul'09 Aug'09
Target
Value
Country 1 75.6% 75.4% 75.9% 78.9% 89.8% 90.9% 91.1% 91.1% 90.3% 89.9% 89.3% 88.1% 86.0%
Country 2 87.3% 88.3% 87.6% 86.5% 85.7% 84.5% 83.4% 83.4% 84.1% 85.2% 85.3% 85.4% 88.0%
Country 3 86.4% 86.7% 86.6% 86.6% 86.0% 85.8% 85.0% 84.4% 84.3% 83.8% 84.1% 84.6% 88.0%
Country 4 92.7% 93.5% 93.3% 93.7% 93.8% 93.9% 93.5% 92.1% 90.4% 88.6% 86.6% 86.0% 90.0%
Country 5 99.3% 99.0% 98.7% 98.7% 98.4% 98.0% 97.5% 96.9% 96.7% 96.4% 96.9% 97.8% 93.0%
Country 6 101.2% 100.6% 100.6% 100.7% 101.0% 100.5% 100.1% 99.2% 99.1% 99.7% 100.0% 100.7% 100.0%
Country 7 99.1% 99.3% 99.6% 99.3% 99.0% 99.4% 99.9% 100.2% 100.1% 100.0% 99.9% 99.8% 100.0%
Country
8
96.5% 96.6% 96.7% 96.7% 96.9% 97.1% 96.6% 96.7% 97.1% 97.4% 98.6% 99.1% 98.0%
Global Business
Services
April 13, 2015
Page 19
Confidential & Proprietary
Copyright © 2010 The Nielsen Company
Hot Client Issues
Client Issues Process
Summary
Hot Client Issues by Client
• Weekly calls to review each hot client
issue - region and local teams
• Cross functional – GBS, PL, MSci, CS
• One tracker and status
• Focus on root cause analysis and actions
• Extended to client communication and
sign-off
• Expedite resolution with SME support
Hot Client Issues by Area
Total Hot Client Issues
Global Business
Services
April 13, 2015
Page 21
Confidential & Proprietary
Copyright © 2010 The Nielsen Company
Hot Client Issues: Feedback
•
Shared accountability to close issues – everyone has a role to play (CS,
PL, GBS and MSci)
•
Speedy escalation to regional heads (CT, Glen, Richard, Sophie, Ravi and
Anna/Andrew) - no place to hide
•
Meaningful resolutions – reporting rigor and senior involvement ensures
the right process is followed first time
•
Client communication and involvement – ensuring clients are involved and
stake-holders of what we are attempting to achieve
•
Impressive improvement in the response rate –a sea change
•
Brings in the management focus on Key client pain areas
•
Formal sign-off from clients for each of the issues
•
Sharing solutions across clients/ countries
Cross functional involvement resolving issues
Global Business
Services
April 13, 2015
Page 22
Confidential & Proprietary
Copyright © 2010 The Nielsen Company
Most Common Root Causes
Hot Client Issues – Root Causes
Overview
• Product Design Issues:
– Coverage issues
– Universe update
– Panel Representation
– Sample adequacy
– Uncovered channels
• Process Deficiency:
– Non Sampling errors
– IMDB: wrong coding - incorrect weight
factor/price, item classification etc
– Data fluctuations: Inadequate corrections
given by RF to handle wide variations of
sales reported by a store versus previous
period, especially for low penetrated brands
and SKUs
MSci Engagement is Critical
Global Business
Services
April 13, 2015
Page 23
Confidential & Proprietary
Copyright © 2010 The Nielsen Company
Deep Dive countries should
show annual revenue for the
country.
Deep Dive on Red Zone Countries
RMS: Root Cause Analysis
Indonesia
On Quality Escapes/On-Time Delivery
scorecards, add a thick bar after the
month of the last regional review
(Mitchell visit)
May'08 Jun'08 Jul'08 Aug'08 Sep'08 Oct'08 Nov'08 Dec'08 Jan'09 Feb'09 Mar'09 Apr'09
% Quality Escape
6%
5%
8%
23%
8%
14%
24%
18%
18%
1%
0%
3%
% On Time Delivery
82%
21%
32%
87%
35%
65%
26%
67%
0%
75%
92%
93%
Quality Escapes
• Root Causes
– Significant Volume growth and fluctuation in distribution in some MBD
– Error in inputs on New Universe Update
• Action Taken
– Revised sensitivity on Trend Check QC, IBD review done
– Check list/ point included on Universe Input
Add Revenue and EBITDA
to each Country Deep
Dive chart
On Time Delivery
• Root Causes
– Degradation of performance, capacity issues resulting in RF slow performance.
• Action Plan
– Short term managed by team by rescheduling and reallocating work
– New server in place in June, Go live in July
Global Business
Services
April 13, 2015
Page 25
Confidential & Proprietary
Copyright © 2010 The Nielsen Company
Q&A
Other Program Templates
GBS Latin America Engagement Model
Henrique
Valerio
Technology
Arturo
Garcia
Castro
Bene Pagani
Client Service Team
Latin
America
Pablo
Lavolpe
Operations
Hector
Mendoza
Data Acquisition
Global Business
Services
April 13, 2015
Page 28
Confidential & Proprietary
Copyright © 2010 The Nielsen Company
Risks and Opportunities
Risks
COE
Region
Countries
Risks
Amounts ($K)
TOTAL RISKS:
Opportunities:
COE
Region
Countries
New Opportunities
Amounts ($K)
TOTAL OPPORTUNITIES:
Global Business
Services
April 13, 2015
Page 29
Confidential & Proprietary
Copyright © 2010 The Nielsen Company
2009 Say:Do Ratio
Q3 2009 – XX%
APIMEA Say: Do Ratio
Oct – XX%
Planned Project Commitments
• Delivered On-Time
• Late Due to IT Reasons
• Late Due to Non-IT Reasons
Cancelled
YTD On-time Delivery by Job Jar
Root Cause Analysis
IT Reasons affecting APIMEA region
Segment
Project
Root Cause
Consumer
Price is Right tool used by CS when launching new
Products - Consumer
Non-IT Reasons affecting APIMEA region
Segment
Project
Root Cause
Consumer
Global Business
Services
April 13, 2015
Page 30
Confidential & Proprietary
Copyright © 2010 The Nielsen Company
Capacity Summary – Q2
Project Name
Project
Health
Owners
BUS/
GBS
Actual Percent
Hrs
of JJ
Q2’09 Capacity
DPPF
Implementation
Tech : Neil Banfield;
Sponsor: Scott Davey
GBS
2,032
12.2%
AIS Reporting
Tech : Volker Stapelmann;
Sponsor: Michele Strazzera
BUS
2,016
12.1%
Production System
Tech : Neil Banfield;
Sponsor: Scott Davey
BUS
1,974
11.9%
AIS Reporting
(Global)
Tech : Volker Stapelmann;
Sponsor: Michele Strazzera
BUS
1,680
10.1%
RAM/MI
Tech : Stephen Bills;
Sponsor: Peter Cornelius
BUS
1,512
9.1%
Tech : Gilbert Cheong;
Sponsor: Dan Coutts
GBS
1,050
6.3%
Tech : Dan Coutts;
Sponsor: Scott Davey
BUS
1,050
6.3%
Data Collection TV
Tech : Dan Coutts;
Sponsor: Scott Davey
BUS
840
5.0%
Data Collection
Print
Tech : Dan Coutts;
Sponsor: Scott Davey
BUS
420
2.5%
Ad Validation
Tech : Volker Stapelmann;
Sponsor: Ben van der Werf
BUS
420
2.5%
Data Collection
Mail
Tech : Dan Coutts;
Sponsor: Scott Davey
BUS
210
1.3%
Data Collection
Internet (NL)
Tech : Volker Stapelmann;
Sponsor: Scott Davey
BUS
210
1.3%
13,415
81%
Production System
Convergence
(Asia)
Data Collection
Jobs
Total
Resource Hours
Overall
* JJ Capacity is as a % of assignable capacity
Global Business
Services
April 13, 2015
Page 31
Confidential & Proprietary
Copyright © 2010 The Nielsen Company
RMS: Root Cause Analysis (Detail)
Quality Escapes
Root Causes: Several quality issues were identified
during the Operational review and the main focus
are:
On-time Delivery
On Target
- Repetition of Convenience Chain information.
- Wrong Retailer item description
- Price quality controls
-Current Status: Operation Review made on
w/March 23rd
Next Steps: Quality plan on progress
Global Business
Services
April 13, 2015
Page 32
Confidential & Proprietary
Copyright © 2010 The Nielsen Company
Client Hot Spot Process
Client/ Country
Issue
Nestlé / Brazil
• (APR1) - RMS – Retail
Index – Client
questioned the price
variation for Molico 90g
in Yoghurt data base
• Conversion factor error
SOLVED
• Corrected and reprocessed
Nestlé / Brazil
• (MAR1) RMS – Retail
Index Baby Food
product category – the
client identified a
coverage drop after
change all bar codes of
their products, due to a
change in its weight and
flavor.
• MSci concluded the
analysis and the coverage
drop is due drugstores
channel that is part of the
sample of Retail Index, but
not of Nestle databases
• MSci will present the
analysis to CS
Global Business
Services
Root Cause
Action
• CS is requesting a rework to
correct the conversion
factors that are not correct.
Deadline still TBD
• RD also verified some
problems with conversion
factor, but this does not
justify the coverage issue
April 13, 2015
Page 33
Confidential & Proprietary
Copyright © 2010 The Nielsen Company