Transformation of sales and service processes
A comprehensive programme was launched in 2012 to redesign and optimise all sales and service processes as well as to harmonise the IT system landscape for this purpose. Following the introduction of the target IT system environment in 2013, significant savings were generated in this area in 2014 already. Order processes were automated to nearly 90%, and early standardised technical feasibility checks ensure faster execution. Manual post-processing of orders is therefore mostly a thing of the past, the same as sales cancellations and wasted kilometres driven in field service. Similarly, implementation costs for sales campaigns were cut by two thirds. An internal survey in 2014 showed that these efficiency improvements and process simplifications have also been positively received by employees, including those in Customer Service.
Optimisation in purchasing
Another programme is concerned with purchase optimisation. It is intended to optimise the value chain of the Telekom Austria Group together with its suppliers and partners in three dimensions: Beyond the mere negotiation of prices, a further step also scrutinises in detail the necessity or usefulness of the imposed requirements. A third step adds the optimisation of processes connected with the services offered, which frequently occurs jointly with suppliers. Systematic monitoring, interdepartmental teams, monthly board meetings and the willingness to ‘think outside the box’ have resulted in a strengthening and simultaneous streamlining of the value chain as part of this project. As a result, savings of considerably more than EUR 100 mn have been generated between the start of the project in 2011 and the end of 2014.
Restructuring of the technology department
A realignment or restructuring is intended to make A1’s operating technology areas more efficient. The project set up for this purpose was launched in June 2013; the reorganisation started in May 2014. Due to the continually mounting content-related requirements in technical planning and implementation, it is a central goal of the project to make work processes more compartmentalised and to develop generalists into specialists. Likewise, a functional allocation of responsibilities and the establishment of specialised teams prevent the duplication of work. In this way, technical tasks from planning to commissioning are to be made more efficient according to the ‘plan-build-run’ concept, and all orders will in future be handed over ‘ready for construction’. The project affects around 1,300 employees who are actively involved in the process improvements.