New appointment in Vipservice

Olga's career in the Holding is an illustration of Vipservice's personnel policy, which opens the way for growth and professional development within the company to competent, enthusiastic and dedicated people. A little over a year ago she became a Deputy Director of the Service Department of the Vipservice Corporate Department, this summer Olga became a Deputy Managing Director of the Corporate Business for Operational Services. And on August 14, she accepted the offer to become the Head of the Corporate Business of the Holding. We asked Olga Dolgova to tell us about her goals in the new position.

— Olga, congratulations on your appointment! It caught you in the midst of certain changes in the work. How will the new tasks affect those that are being implemented?

— My tasks did not change much: reducing operational costs by increasing the efficiency of internal processes, introducing new technologies and developing an effective strategy for further development. Previously, my attention was focused only on the operational part of the department. Now we need to preserve what has been achieved and work out a development strategy within the whole company.

It's an open secret that TMC is a low-margin business. From year to year, agency fees vary slightly, remaining on the same level or sometimes reducing. The only sure way in this situation is to build the most effective internal and external processes in the company. For this purpose, it is necessary to clearly understand the life cycle of the transaction at all stages, to know what needs to be changed in the current processes in order to reduce the processing time of each request without loss in quality. Therefore, some time ago I launched a project, the purpose of which was to audit all key processes, both within the departments and in cross-functional interaction.

— How will the changes in the company affect customers?

— While improving the quality of service, we will keep the same level of service charges. Taking into account the technological changes, we have already managed to reduce the time for the transaction operation cycle.

It is important to understand that we sell our expertise, quality and operational efficiency rather than just tickets and ground services. We monitor the service level, modify the motivation system due to the changing realities of the market, and at the same time we take into account the specifics of the client company. In this regard, it is important to note that the company continues to implement the business model of "triples", when in one bundle there are sales and client managers, as well as the financial curator of the client. Industry specialization of "triples" allows us to better understand the needs of the customer.

— Certainly, in addition to the already launched projects there will be innovations?

— A new motivational scheme with gamification elements is under development, it will allow to control the quality of work in the game mode. How does it work? For example, when achieving the result of "90% of transactions within the SLA" an employee receives a virtual medal, and the number of virtual awards directly affects the size of material bonus. This process is transparent for both the supervisor and the manager, who can on a real-time basis assess his or her strengths and weaknesses and control the quality of work.

The next task will be a change in accounting policy: we want to shorten the period for issuing financial documents. This work is currently in progress.