Notes: ORDER - EXECUTION OUTPUT MODULE

Tapan – Jayant – Neeraj

Applitech

Welcome to Mumbai & to 3P.

I will join you in afternoon. You can spend the morning with Nirmit/Thakur/Mitchelle, who will give you an overview of how we conduct our business currently. They will give you “Samples/Specimen” of all forms/statements/screens that we use at present and what are the limitations of each of these.

They will certainly tell you what data/information we need (on the tap/at our finger-tips) to enable us to take

TIMELY & INFORMED

DECISION & ACTIONS

All of you can use enclosed “lists” to kick-off discussions & note down precise “System Requirements”.

In the afternoon, I will spend time with you to share my thoughts on “HOW WE SHOULD CONDUCT OUR BUSINESS IN FUTURE”

With Regards,

HEMEN PAREKH

FIELDS / INFORMATION / DATA

1. Names

· Company (Overall/Group/Division)

· Client Company ( “ )

· Executive ( non-member)

· Executive (member)

· City ( present/preferred/posting)

· Country ( “ )

· Street

· State

· Currency

· Interview Expert Name

· Concerned Consultant Name

· Password

· User-name

For

Org. chart

Personnel Chief’s Name

· Chief Executive’s Name

· Boss’s / Supervisor’s Name

· Subordinates’ Name

· Colleagues, Name

· Current Designation (level)

· “ “ (Actual)

· Data Source (Media/Directory etc.)

· Position/Vacancy Name

2. Numbers

· Phone

· Fax

· Mobile

· E-mail

· PIN

· PEN

· Executive Search Request

· Shopping Basket

· Job Advt.

· Purchase order (from Clients)

· Purchase order (for supplies from Vendors)

· Invoice (all types)

· Company Code No.

· Client Code No.

· Invoice (from suppliers)

· Challan/GRN

· Cheque (Incoming) / D-D

· Cheque (outgoing) /D-D

· Cost Centre (internal)

· Employee No. (Salary Payment)

· Marks /GPA

· Total Months’ Service / Total Exp.

· Semester No. / Year-of-study No.

· Passport

· Salary Ammount

· Vacancy No. / Position No.

(Within on Purchase order)

- Since invoices will be raised Vacancy-wise, at different points of time, for appointment of diff. Candidates.

· “3P-Membership” Number

· Activity Number/Name

· Consultant Number/Name

3. Dates (Numbers)

· Birth-date

· ESR date

· PO date

· Invoice date

· Year of Passing/Graduation/Degree

· Year of Salary

· Joining Date/Working Since

· Leaving date

· Resume (submitted) date

· Shopping Basket date

· Inquiry (oral) date

· Availability date

· Passport Expiry date

· Search Date ( Resume Database Search )

· Targetted Assignment Completion date

· Order Acknowledgement Date

· Interview-Call letter date

· Interest letter date

4. Masters

· Edu-Level

· Industry – Names

· Function Names Dropdown

· Desig-Level Name

· Actual Designations (static)

· Skills (static)

· Universities (None)

· Colleges (Non)

· Branch/Displine/Subjects (Non)

· Products / Services (Non)

· Language (Non)

5. Status

· Sex (M/F)

· Marital (Married / Bachelor/Widow)

· Citizenship (Indian / Foreigner/NRI)

· Visa Type

· Mode ( A = Advt.

D= Database Search

H=Headhunt)

· Rating A= Excellent

B=Goop

C=Fair

R=Reject

P=Potential for

(Company’s Name)

· Client Status

ADMIN TOOL ?

(Casual /Regular/3P Client Member)

· Credit Status

o Strictly on advance

o Without advance

o Rotating/Perpetual Advance

· Client’s “Remote Access” Status

(Access to order Execution Module over extranet /internet)

(Yes / No )

6. Forms

· Resume ( 5 types)

· Resume Search

· Short Display

· Full Display

· Inquiry (shopping Basket)

· Resume Edit

· Job Advt. Posting

· “Candidate Alert” Posting form

· “Candidate Alert” Intimation form

· Corporate Profile (Janam Kundli)

· Candidate Profile (Janam Kundli)

· Non-Member Profile (Janam Kundli)

· Job Search

· Job Advt. Display

· Invoice Forms

- Advance / Min. Fees

- Progress Payment

- Final Payment

- Out of Pocket Expense

- Misc. “Services rendered”

- SW Caliber Skill Test fees

- Our “Commissions” due

· Invoice Amount Calculation form

· Interview Assessment /Evaluation form

· Interview Schedule form

· Client feedback forms (email ?)

(See note on “external follow-up”)

· One-line statement

· Truncated/converted resume

· No. of Resumes sent so far to a client

· No. of Candidates Interviewed so far

· Order status

· Standardized “Questions” ( client/Corpo/Candidate/Asso. )

· Standardized “Answers” ( “ )

· Standard Model (Prof. Terms/Conditions/Quotation / offer)

· Month-End order Backlog statements

Ø Industry wise

Ø Function wise

Ø Chronology wise

Ø Consultant wise

Ø Order Value wise

· “Proposals/Offers sent so far” History.

(client wise/Consultant wise/Ind./ Func/Desig.)

· All Executives appointed so far

(Client wise/Consultant wise/ Ind wise/Func. Wise / Desig. Wise/ etc.)

· Tabulation of all “Correspondence” letters/email/fax/phone

(Client wise / Consultant wise)

· Overdue Payments

· Tabulation of all Invoices so far

· Who attended interview (far each order)

· Short-lists/Search Results) of Candidates

7. Tabulations /Statements (Cont)

· Day-end / Weekend

“SELF REMINDER SCREENS”

Ø Resumes remaining to be entered in Module 1

(inc. email/webforms/typed EDP Supervisor

Ø ESRS against which offers

yet to be sent/shopping Basket Nirmit

Ø Interview-Call letters remaining to be sent

Ø Interest letters remaining to be sent Consultants

Ø Resumes remaining to be sent

Ø Online statement to be sent

Ø Invoice remaining to be sent

Ø Bills remaining to be paid Accountant

Ø Payments remaining to be Collected

· Interview Follow-Up Module (7 Screens)

· 10 Standard statements

8. History

· Client

· Corporates

· Members

· Non-Members

· Exec. Search Requests/Shopping Baskets

· Proposals / Offers

· Purchase orders

· Resumes Sent ( to one Corpo.)

· Resumes Sent (of one member)

· Order backlog (different ways)

· Outstanding payments (different ways)

· Online headhunts Carried out

· Online Job Advt. Baskets

· Executive Appointed So far

· Order Executed So far

· All Correspondence (client wise)

· All Queries & Answers given (client wise/Candidate wise etc.

· Interviews

· “Job Alert” Sent out

· “Candidate Alerts” Sent out

· Market-Promotion letters/emails

· No. of Applications/Resumes received against HOT JOBS / ADVERTISED JOBS.

· Who (which) / How many candidates attended each interview (each assignment)

· Terms / offer/Conditions

· Interested ?

· Interview-call letter

· Interview – result

· Interview – Confirmations recd. (to clients)

· Covering letters for

Ø Order Confirmation

Ø Invoice

Ø Outstanding statement

Ø Shortlists of resumes

Ø Media (advt) Cost-estimate

Ø Oneline statement

Ø Interview confirmation state.

In short, if any statement/tabulation/form etc. is required to be sent (by post/fax/email) to any

· Corporate

· Client

· Candidate

· Associate/Allies/Affiliate etc.

Then, in each such case, a

STANDARD/MODEL COVERING LETTER should get attached, when activated by a Consultant.

Of course Consultant would need to enter the “variable” data/info. Into the standard template-also modify the letter if desired.

CMT/Mitchelle to prepare & make available all such STANDARD LETTERS

MS/1

INFO. REQD (OUTPUT STATEMENT)

Ø What shopping Baskets (online) were received

- On any given date?

- For any given period?

- For any given Consultant?

- From any given Client-Co.?

- From any given “Industry”?

- For any given “Function”?

- For any given “Designation-level”?

- From any given City/Region/Country?

DECISIONS IT WILL HELP TAKE

Ø How are online “inquiries (i.e. Shopping baskets) behaving? Going up/down?

Ø Do we need additional resources to handle increasing inquiries? Do we need to hire more “Industry-Specific” Consultants

Ø Do we need to open office / appoint franchisee associate in any particular City/Region/Country, from where a large no./% of shopping baskets are originating?

INFO. REQD (OUTPUT STATEMENT) MS/2

Ø How many / which shopping-basket got converted into an order? How long did it take – from

· Receipt of shopping basket

· Sending of proposal/term

Ø Which/how many shopping Basket did not get converted into an order? What were the reasons in each case? (few, most frequent “reasons” can be incorporated and can be “clicked”. Rest can be entered by typing)

All Consultant wise & overall SUMMARY.

DECISIONS IT WILL HELP TAKE

Ø Which is the most “frequent” reason for losing an order? Price? Delivery? Our late response? Poor Quality/Quantity of resume database i.e. stock of Candidates?

Ø What can we do in each of these Cases?

Ø Are any policy-changes warranted?

Ø Should we “revive” the Case?

Ø Should we make an “exception”?

INFO. REQD (OUTPUT STATEMENT) MS/3

Ø How may Shopping-Baskets have been “answered” (i.e. proposal/terms Sent)?

Ø How may remaining to be answered?

Ø How long remaining to be answered

(in descending order) ? We have promised to answer in 24 hours (on our website). All of the above, to be “Consultant-Wise”.

DECISIONS IT WILL HELP TAKE

Ø What are reasons for building-up of a “backlog”- if any ?

Ø Which Consultant is in “areears” ? why? – Reasons?

Ø Do we need to “re-allocate” industries allocated to each Consultant?

Ø What/how to re-allocate if a given Consultant is going on leave/resigns?

INFO. REQD. (OUTPUT STATEMENT)

Ø “OUT-OF-POCKET” EXPENSE

INVOICE SUMMAY

Client wise / Value wise / Date wise

DECISION IT WILL HELP TAKE

· How much payment is to be collected? From whom ? when was it due?

· Whom to follow-up? How?

· Who should follow-up?

· When was invoice sent ? for what amount?

· How much actual payment received against our invoice ? How much still remaining ? should we write-off balance?

· Is there a dispute?

Ø PAYMENT CHEQUES RECD. HISTORY

(overall / Client wise / Date wise

DECISIONS IT WILL HELP TAKE

· Client wise / Invoice-wise, cheques received. To help send out statements to clients (Confirmations)

· Assist in clarifying over phone, what payments have been received against which invoice

What payment are still To BE RECD against each invoice

· What cheques (payments) are overdue

· “Promises Made” column to enter the date, client has promised to give cheque, so that computer automatically reminds accountant on that date.

Ø INVOICE SUMMARY TABULATION

· Client wise

· Consultant wise

· Overall

· Value wise

· Date wise

(Anytime / Month-end / Quarter-end / Year-end)

DECISIONS IT WILL HELP TAKE

· Who did, how much billing (absolute & as % of total billing).

· Calculation of individual Consultant’s or group-of-Consultant’s INCENTIVE-EARNING for the period.

· Compare “outstanding” with “Invoicing”

· Find out “bad debts” (Consultant-wise)

· Find “Chronic” defaulters/blacklisting action to be taken

· Find which client delays payments & by how much.

Ø “FINAL PAYMENT” Tabulation.

(Value wise / Date wise)

DECISIONS IT WILL HELP TAKE

Ø How much final payment (after adjusting “advance” & “progress payment” is due / overdue from whom, when

Ø How to follow-up ? who shall follow-up.

Ø “PROGRESS PAYMENT” Tabulation

(Value wise / Date wise)

DECISIONS IT WILL HELP TAKE

· For each order, is any “progress-payment” due. ? If yes

- How much ?

- When ?

- Has it become due or not ?

- If yes, when ?

- If not yet, then when ?

· Which client / order to follow-up, when ?

Ø ADVANCE / MIN. SEARCH FEE / RETAINER-FEE TABULATION

(Value wise / Date wise)

DECISIONS IT WILL HELP TAKE

· For which orders/assignments we have still to receive advance / how much / from whom / when ( Follow-up Action)

· For which, we have already received, ,,

· Whether we should wait till advance is received ? or start work ?

· Whether we have, in a particular case, agreed to work without advance ?

Ø CUSTOMER OUTSTANDING PAYMENTS

(Ind / Func. / Desig. Level / Client / Consultant wise in chronological order) – Value wise (Descending)

DECISIONS IT WILL HELP TAKE

· Which client to follow-up ? In what way – oral / written ? – How often ?

· Who should make a personal visit, if required ?

· Should we write-off the amount & close the chapter ? Accept lesser amount?

· Should we send a legal notice ? when ?

· Should we “black-list” the client & regret his future inquiries / shopping baskets ? (Black-listing should “disable” sending of proposals/terms to a Client).

Ø “EXECUTIVE APPOINTED SO FAR”

Summary

· Industry wise . Date wise

· Func wise . Billing Amount wise

· Desig. Level wise (Descending order)

· Client wise . Overall

DECISIONS IT WILL HELP TAKE

· To send-out promotional letters to chiefs of any given Industry (names of executives appointed must be hidden; also letter must not be sent to that very company from whom we had lured / pinched that executive ! Then promotion will boomrang !!

· To help in “Advertising Matter” (to bolster our “claims” ! )

· To approach / write to these very executive (whom we appointed anywhere/anytime) for

- Recommending Someone

- Giving us “business” from his new Company/Employer

· Analysis of all order executed during just completed year/quarter/month.

DECISIONS IT WILL HELP TAKE

· Who was our biggest/smallest client (in terms of order-value) ? Descending order of value wise.

· A-B-C analysis of clients Vs. order values (cumulative)

· Where are most orders coming from ? (Ind / Func /Desig / Region wise). Where should we focus our efforts ?

· Are we putting all (or too many) of our eggs in one basket ? Is our business too heavily dependent on one/few clients / industries / regions ?

· Is there a need for “diversifying”/spreading-out evenly ?

· Which are the “SUNRISE” / “SUNSET” industries ?

· Do we need to open additional offices ? where ?

· Should we “donate” a Video-Conf. facility to a Client who, for example, gave us Rs. 50 lakh business, last year ?

Ø CANDIDATE HISTORY (Janam Kundli)

DECISIONS IT WILL HELP TAKE

· Which (Company’s) interviews did he attend ? which he did not ? what are the types of jobs/companies that he “prefers” ?

· What functions / desig. Levels / posting cities he is interested in ? (from interviews attended so far)

· For what kind of jobs / Companies, he should NOT be approached ? – Regrets what are his MOBILITY limitations-in terms of wife’s job / children’s edu. / family health / parental obligations ?

· Is he a job-jumper ? How often ?

· Does he accept job-offers, then fail to join ? unreliable !

· What do “antecedent checks” reveal about him ?

· All the companies to whom we ever sent his resume ? when ? Against which position / Vacancy / Purchase order ? what was the outcome in each case ?

· Did he/she ever get appointed thru us ? If so, where ? when ? as what ? at what salary ? Did we collect our fees ?

Ø CLIENT HISTORY (Janam Kundli)

DECISIONS IT WILL HELP TAKE

· Is this client giving us regular / profitable business thru repeat orders ?

· Should we develop specific POLICY/PROCEDURE in dealing with this client ? what should that be ?

Ø Overall, order-backlog analysis

(month-end or at any point of time)

Ind-wise : Client wise

Func. Wise : Consultant wise

Desig. Level wise : Order value wise (Descend)

Chronological (Descend) : Salary – wise

DECISIONS IT WILL HELP TAKE

· Trend-Analysis (which sector/function etc.) is booming. Website based online “guidance” of jobseekers & recruiters.

· Internal “re-deployment” of resources.

· Addition of resources to ensure that backlog does not become UNMANAGEABLE, nor should order backlog drop to such low-levels (overall & consultant wise & regional office-wise) that there is an immediate likely hood of “wasted/underutilized” resources. We must maintain a “healthy” backlog at all times by adjusting our INPUTS/RESOURCES.

Ø How many orders are pending (at any given momen) from a particular client ? – Arranged

- Chronologically

- Order value wise

- Designation-level wise

- Likely completion-date wise

- Consultant-wise

DECISIONS IT WILL HELP TAKE

· Shall we approach client for more orders ?

· Is one client monopolizing/being-up our resources ?

· Shall we “re-allocate” these pending orders ? Amongst whom ? (will require informing client)

Ø What is the load/backlog on a given Consultant ? How “booked” is he/she ? How long will it take him to clear the backlog ? How many orders is he handling Simultaneously at this point of time ? As per normal schedule, when are each of these orders likely to be completed ? Is he/she overloaded / underloaded ?

DECISIONS IT WILL HELP TAKE

· Rearrange order-priorities

· Give additional help to Consultant (in case of overload)

· Give additional load to consultant (in case of underload)

· Advice client/clients of likely delay

Ø Interest – Letters

o Sent out Inquiry-wise

o To be sent

DECISIONS IT WILL HELP TAKE

· Aggressive follow-up

· Automatic Reminder

Ø Resumes (Search – Result)

o Already sent out order wise

o Remaining to be sent

Ø One-line Statements

DECISIONS IT WILL HELP TAKE

· Aggressive follow-up

· Automatic Reminder

Ø Interview-Call letters

o Sent out order wise

o Remaining to be sent

o Confirmation recd “

o Confirmation remaining

DECISIONS IT WILL HELP TAKE

· Aggressive follow-up

· Automatic Reminder

Ø “Interviews Held” Summary

(Overall, chronological/Client wise)

DECISIONS IT WILL HELP TAKE

· Who got interviewed, when, by whom for what position/vacancy and what was the outcome/result ?

· Did interview result in anyone getting

o Shortlisted (for further interviews)

o Appointed

· Is appt. letter issued ? accepted ?

· What is the joining date ?

· Have we received our Copy of the appt. letter ? If not, when ?

· Have we made & sent-out our Invoice ? If not when ?

Ø At what stage is a particular order ?

Ø Is it progressing / proceeding as per pre-decided schedule ? Are we ahead / behind schedule

o Committed by consultant, (internally)

o Committed to Client (externally)

DECISIONS IT WILL HELP TAKE

· Advice client of delay/revised schedule

· Change priorities of Consultant

· Transfer to another Consultant

· Provide additional “help” to Consultant

Ø “RESPONSE RECEIVED” Tabulation.

This will cover

o Vacancies/positions at 3P

o HOT JOBS

DECISIONS IT WILL HELP TAKE

· Who / How many applied

· Online “rating” / shortlisting / segregating rating-wise / position wise / city wise

· Sending-out interview-call letters

· Printing oneline statements for sending to client

Ø Purchase Order History (Janam Kundli)

DECISIONS IT WILL HELP TAKE

· Did order get executed within the TIME-FRAME promised to client ? If not, what were the reasons for delay ? were these reasons beyond OUR CONTROL ?

· Where, if any, did we goof-up ? what could we do to prevent this in future ?

· What did we over-estimate / underestimate, both timewise / expense wise ? How can we use this “feedback” to improve our estimates in future / make them more realistic ?

· What should be our future strategy / policy / terms in dealing with this client ? what lessons did we learn from this order which are

o Generally applicable to all future orders from all/any clients

o Specifically applicable for future inquiries from this client.

· Was “Yield” Commensurate with our efforts ?

HISTORY

Ø COMMUNICATION

DECISIONS IT WILL HELP TAKE

· What is the best “mode” to communicate with each of the above ?

(email/SMS/WAP/POTS/Fax/letter/Voice-mail etc.)

· What was our first/last “message/communication to each of these ? what was their “last” message to us ?

Where shall we pick-up the “thread-of-communication” ? Follow the colored string.

· Ball is in whose “Court”? what action/response is expected of us / expected from them ?

· History-folder should open simply by typing the name of person and / or Company / Ally.

OUTPUT STATEMENTS 9/10/2000

ORDER EXECUTION SYSTEM

Category Statement		Marketing - Sales	Order-Processing	Order Backlog	Payments	History
As Proposed by Applitech		(15) Consultant - wise Client List (2) Sales order (1) Proposal	(23) Advt. Response (Media) (22) Advt. Response (client) (3) Project Plan (20) Expected date of Joining (18) Order Execution Details (17) Resume Sent History (Candidate wise) (16) Resume Sent History (Client wise) (4) Advt. Details. (14) Interview Details (Client) (11) Prospective Candidate (10) Follow-up with Candidate (9) Follow-up with Client (6) Interview Schedule (5) Oneline statement	(12) Pending OEN (client/Consultant/date wise)	(19) Compensation Details (7) Invoice	(21) Client Information (24) Janam Kundli of client (25) Janam Kundli of Candidate (13) Order History (client) (8) Project Variance
Additional (including duplicate?) proposed by 3P	MS/1 · What shopping baskets were received ? MS/2 · How many/which SB got converted into on order ? MS/3 · How many/which SB has been answered ?		OP/1 – Interest Letters OP/2 – Resume Sent OP/3 – Int. Letters Sent OP/4- Interview Held OP/5 – Order stages & Order Monitoring OP/6- Response Recd. OP/7 – Purchase Order History OP/8- Communication History	OB/1 -Order Backlog Analysis OB/2 -Orders Pending Analysis OB/3 -Load on a Consultant	PY/1 - OOP Invoices PY/2 -Cheques Received PY/3 -Invoice Summary PY/4 -Final Payment Tabulation PY/5 -Progress Payment Tabulation PY/6 -Advance Tabulation PY/7 -Customer Outstanding		HS/1 -Executives Appointed so far HS/2 -Order Executed Analysis HS/3 -Candidate History HS/4 -Client History

OCT. 9, 2000

Tapan (Applitech - A’bad)

CC:

Ravi (Applitech – A’bad)

Sudhakar (Applitech – Mumbai)

Mr. Nagle – Mumbai

Mr. Cyril Ovely – Mumbai

Order Execution System (OES)

I refer to our several meeting last week, including last one on Friday (oct. 6) when Mr. Nagle was also present.

In this meeting you had submitted a list of 25 output statements (albeit), not a Comprehensive list). Then Mr. Nagle suggested that, independent of your list, I should also try to prepare a list of OUTPUT STATEMENTS which we need from OES.

Enclosed, please find details of such statements (once again, may not be comprehensive).

On a separate chart, I have also tried to tabulate your statements & my statements, under some broad categories. This chart will bring-out the duplications and those which,

Ø Occurred to you but not to me

Ø Occurred to me but not to you.

Taken together, hopefully, these will add-up to our requirement.

Since many of these are in the manner of “SUMMARIES”, it will mean there will be quite a few “INDIVIDUALS” (statements), from which you will construct these “Summaries”.

I have not attempted to prepare a list of the “INDIVIDUAL STATEMENTS”.

Further, I have not attempted to actually “design” (the layout/Columns/rows etc.) these output statements. You will, no doubt, do a better job!

Even, what should be the precise “Content” (fields) of these statements, is Something, you should decide.

As far as we are concerned, we need to take some

Ø Tactical / operating decisions

Ø Strategic / policy decisions

So, what I have done is to list the types/kinds of “decisions”, that we have to take day-in & day-out.

It is dynamic “Course Correction” all the time.

NOW,

If “relevant/up-to-date/historical” info is readily available/accessible at finger-tip, then the decisions taken tend to be “SMARTER”

But

If relevant info is absent/incomplete, the decisions tend to be

POORER

So,

Your job is to figure-out,

“what info (fields) will be needed by 3P to be able to take

SMART DECISIONS ? “

Then provide that info. In each statement.

Simple !

When you show us the exact design of the OUTPUT STATEMENTS, our consultants, would be able to say whether each statement contains all the info. they need (at the finger-tip/one glance) to take the decisions.

As far as using CRYSTAL REPORT/ORACLE DISCOVERER is concerned, both, Mr. Nagle & Mr. Cyril ovely have serious reservations about the technical skills of our Consultants to be able to use these. They feel, these “tools” are really meant for “techies”.

They feel,

Ø Wherever possible (to the extent possible), We should “freeze” the design of each output statement in advance

Ø Only in case, where absolutely necessary to Construct a “Customised” statement, We should export the data to EXCEL (as was suggested by Ravi in our first meeting).

So, let us forget about Crystal Report/Oracle discoverer.

As far as this note (incorporating a set of desired OUTPUT STATEMENTS) is concerned, it should not be looked-upon in isolation but it should be read in conjunction with my following earlier notes:

Ø Note dt. Aug. 24, 2000 (our original order)

Ø Note dt. Sept 14, 2000 (our revised order)

Ø Your revised offer dt. 12/9/2000 (and the discussions on features listed on p-13)

Ø My email of Sept.20 to Ravi

Ø My note given to you on oct. 5

I now await your detailed report.

With Regards,

Hemen Parekh

P.S.

Also find enclosed, my remarks on various pages of

“REQUIREMENT CATALOGUE”

Which was handed-over to Nirmit on Oct.5.

Only your own intense interest / involvement/interaction with APPLITECH team, will lead to a satisfying solution.

CC: Nirmit

CC: CMT

CC: AMB

CC: Mitchelle

MANAGEMENT PRINCIPLE

Ø Speed is the essence

BUSINESS RULES

· Each shopping basket must be answered (Send proposal/terms) within 24 HRS

· The ABC order-execution activity shall take no more than XYZ days

· All orders must be executed within XYZ ----days

· Invoice must be raised within -------days of receipt of Appointment Letter

· Outstanding Amount Shall not exceed --------days of Sale (speed of Collection)

INFO. REQD (OUTPUT STATEMENT)

Ø ADDRESS FOLDER (Ph/Mobile/Fax/email/Add) (Allies/Clients/Corporates/Members/Non-Members)

DECISIONS IT WILL HELP TAKE

· To send-out individual messages/Communication

· To send-out MASS-MAILERS

Notes on pages:

Interview Schedule

This is, normally given by client (over the phone) to our Consultant. Quite often this is based on one-line statement and/or interview evaluation sheets (of prelim. Interviews held by 3P) prepared/Sent by 3P Consultant to the Client.

This is prepared by a consultant independently – Since client is not participating in these interviews. Mostly these interviews are conducted at 3P’s own consultants/experts, who fill-in “Interview Evaluation” Sheets.

Compensations (detail) format

Compare – We also like to collect from the candidate, a copy of his/her Appointment letter (to compare with “Compensation Format” made available to us by our Client)

Requirement Name: Industry Master

- Available as dropdown on website

- Separate for IT-Professionals

Requirement Name: Product or Service Master

It is impossible to create/maintain such a Master, Since, literally, there are millions of products & Services. As a result, on our website too, we have kept this as a “free text” search.

Requirement Name: Designation Master

We have a “Desig. Level” Master, as a dropdown on our website. As far as “Actual Designations” is concerned, we have a “Static” page giving some “EXAPLES” only in case of IT-Professional. Of course this list can be enlarged/expanded from time to time.

As far as Non-IT (other) Professional are concerned, we have neither a “drop-down” nor a static page, as far as “Actual Designations” is concerned-although, if required, I have prepared one, which runs into, maybe 200/300.

Once again the problems that we run into are

Ø A dropdown of 200/300, takes too long to “download” & too long to “Scroll”, once downloaded.

Ø When people make “free text” entries, they spell, same designation differently !

Requirement Name: Project Activity Master

Actual sequence (of activities) followed will very from

o Client-to-client

o Consultant-to-Consultant

o Order-to-order

Requirement Name: Follow up activities

Ok (+ Same remarks as on preceeding page)

Requirement Name: Media Master

I think this may not be necessary. By & large, we advertise in 8/10 newspapers and magazines

Requirement Name: City Master

Lakhs of Cities & Towns “Master” not Possible!

City Code – PIN/ZIP should be used

Requirement Name: Billing Cycle Master

Adjustable or Non-adjustable

- Advance (Minm Search fee)

- Retainer

- Progress Payment

- Final Payment

Solution:

Type of proposal (flat rate % rate, Turnkey) – As in case of RELIANCE, over a period of time, we would have, some kind of “rate-contracts” with many companies. Such letters/agreements should be incorporated here.

Any “Commission” payable to any – associate/affiliate/partner website/recruiting agents etc. should, also be incorporated here.

Requirement Name: Sales order

As far as “sales Order is concerned, Item #9, is the only additional “data”. If we incorporate Item 9 details in our “proposal” itself, can we eliminate the “Sales order” itself? We can simply say that “Schedule dates (or rather no. of. Days) are from the date of receipt of client’s confirmation of our proposal accompanied with cheque for advance !

One would assume that the client-confirmation is accompanied with “advance/minm search fees” – in which case item #11 becomes relevant.

But quite often, advance is received much later. In the meantime order execution process has to start. May be we should modify item #11 as

Requested

Recd.

11.1

11.2

11.3

Advance

Amount

Date

This is, provided, we see a definite advantage in issuing a “sales order”. I cannot see such an advantage!

If anything, client’s confirmation of our “proposal” itself canbe treated as Sales Order”.

Quite often, client confirms our proposal/items orally & asks us to start work. Probably this happens in 80% of the cases !

Requirement Name: Project Plan

If this schedule any different then item #9 on preceeding page ?

Is this schedule far more “detailed” & for “internal use” only? (as compared to what is stated in sales order?)

This is a must.

Suppose client requests a change ? Especially if client wants an indefinite or very long “postponement” in filling-up the vacancy, we cannot keep the “order” OPEN for ever! In such an event, after giving due notice (written) to the clients, we must have a provision to treat the project as CLOSED.

Critical

Or “Client Confirmation of Proposal”?

(prelim Interview dates)

In every screen, we should try to capture the mobile phone no. of clients & candidates, since, our first choice would be to send SMS/WAPP messages, failing which to send emails.

(along with prelim. Interview Evaluation sheets) (Final interviews with clients)

What about?

· Issue of Appointment Letter-date

· Proposed date of joining (to get automatic reminder for sending final payment invoice)

· Actual date joined

· Amount & Date final payment received

Requirement Name: Advertising Details

(Reimbursement as out-of-pocket exp.)

System should also permit the client to be able to make direct payment to the Advt. Agency-if so agreed by us. This should be the preferred mode.

Reimbursement – Mode has the danger that we have to first pay the Advt. Agency

But

Client may not reimburse us that out-of-pocket Expense for many months thereafter ! So, quite often, at least with, unknown/small clients, we must insist on getting full media-cost in ADVANCE out-of-pocket Expense, before going ahead with release of advt.

Then there are Cases (eg. IRISE), when we ourselves bear the cost of Advt. there must be provision for this

Tuesday 24 January 2023

ORDER - EXECUTION OUTPUT MODULE

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