Lack of an established financial structure:
– not maintaining P&L,
– not tracking expenses,
– not calculating profitability,
– no understanding of unit economics and breakeven point,
– no reporting, financial model, or key metrics.
But first and foremost, I want to start by implementing a KPI system for call center operators.
Based on this — to build further management and financial accounting, which can be integrated into BAS/1C (currently planning to customize this system for myself).
Workflow and tasks of operators:
Operators process orders through the following chain:
new → accepted / no answer / refused / unable to reach → shipped → picked up / not picked up
Main tasks:
– order confirmation,
– upselling the main product (upsell),
– cross-selling related products (cross-sell).
– Follow-up calls to clients whose parcels have arrived at the post office.
Analyze the current motivation model for operators:
assess its impact on margin/profit,
identify strengths and weaknesses,
propose adjustments.
Develop a KPI system for operators considering:
order confirmation (with ideas for different rates based on confirmation percentage),
effectiveness of upselling and cross-selling,
buyout and return percentages.
Create a list of necessary indicators and data to consider for:
Assist in building an analytics system that can be integrated into BAS/1C in the future (or at least prepare the structure).
Additionally:
– We have significant advertising expenses (mainly Facebook),
– CRM contains statistics (currently raw, without dashboards),
– Planning migration to BAS/1C with custom setup — will need to provide programmers with technical specifications for the required reports.
