Bay Bay benchmarking tc 10 presentations March 9
Bay & Bay benchmarking tc 10 presentations March 9 th & 10 th , 2018
Table of Contents 1. Idea Session Presentation 2. Business Profitability Presentation 3. Customer Capacity Presentation 4. Network Discipline Presentation 5. Execution of Strategic Goals Presentation 6. Main Role of your Sales Team in this Market Presentation
Idea session – RIS (Revenue Improvement Strategies) Weekly meeting • Goal = create 5 to 6 key strategies that would help shape our network, drive our key metrics and give structure to what our ops/sales team were trying to accomplish. • Why = we know as a business that if we hit our revenue quality numbers and driver count, that we have a high degree of confidence in hitting our budget. • Frequency = weekly meetings held between senior management and sales to track progress and define next steps. These items were then filtered down to the rest of the teams. Incentives were also set around these key strategies. • Outcome = we saw our RPM increase by over 14% & our Rev/Truck/Day by 16% in less than one years time.
Please pull up separate attachment RIS DOCUMENT
RIS Agenda • Met every Thursday for 1 hour as a group. • Meeting went on no matter who was out of the office. • We had a running document that we updated weekly so we could refer back if we needed to (Excel). • Our master strategies document was tracked monthly updated for review the 1 st meeting following the month we just completed to see our progress. • Other subject matter experts would join the meeting as needed.
RIS Challenges • Keeping it simple…. too many strategies can create confusion. • Making sure the strategies did not overlap. • Making sure everyone on the same page. • Creating effective incentive plans that align our teams to the strategies we created. • Having the proper tools to measure the data.
RIS Outcome • 14% increase in our overall RPM. • Cut CA out of our network. • 3 of our top 10 accounts in 2017 were new customers. • We have adopted the same process in our Logistics Division for 2018. • Reduced our driver turnover run rate by 20%, at current pace we will be at a 40% run rate by July of 2018 (75 -80% turnover). • 16% increase in our rev/truck/day. • Everyone is much more aware of the leading indicators that drive our business all the way down to the front line.
November 16 to peer group 350 450 550 650 750 LOH 850 950 1050 1150 1250
October 2017 to Peer Group – RPM 350 450 550 650 750 LOH 850 950 1050 1150 1250
- Slides: 9