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Customer Service Chain Management
Sam Peou Version: V 1.3
All Rights Reserved
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Disclaimer: This document has been prepared for general guidance on matters of interest only, and does not constitute professional advice. You should not act upon the information contained in this publication without obtaining specific professional advice. No representation or warranty (express or implied) is given as to the accuracy or completeness of the information contained in this publication, and, to the extent permitted by law, Radius Market Cambodia Co, Ltd., its members, employees and associates do not accept or assume any liability, responsibility or duty of care for any consequences of you or anyone else acting, or refraining to act, in reliance on the information contained in this publication or for any decision based on it.
Learning Modules 1-Customer Service Chain Management Module
Definition of Customer Service Chain Management What Causes Customer Service Chain Reactions The Reality of Customer Service The View of Customer Service Perception The Different Between Supplier, Customer, Partner and Consumer 2 Type of Customer (External & Internal Customer) The Customer Chain Flow Charts What is a Good Customer Service? The Customer Service Quality
2-Basic Supply Chain Management Module What is Supply Chain Management? Why Supply Chain Management is Important? The Logics Behind Supply Chain Collaborative Strategy Key Management Engine that Fly Supply Chain Forward Supply Chain Perspective Reverse Supply Chain Perspective The Benefits of Supply Chain Management Focus Forces that Cause Supply Chain Reactions
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Learning Modules-continue
3-Challenges Resolution Management Module Challenges Resolution Model & Flow Charts Key Drivers for Challenges Resolution Challenging Behaviors Nature of Challenges The 4 Main Source of Challenges (Equipment & Facility, HR, Administrative and External Cause) Challenges Engagement Resolution Process Challenges Resolution Exercise
4- Time Allocation Management Module Time Allocation Management Concept Time Allocation Management Chart Your Personal Time Allocation Management Chart Professional Time Allocation Management Chart Personal Weekly Time Prioritizations Alternative Solutions Implementation Analysis Dr. Steve Covey-Time Management Matrix
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Learning Modules-continue
5- Exercise Module (based on actual business cases)
Identify Your Company’s Customer Service Chain Flow Charts
Assess Financial Impacts of Your External/Internal Customers, Raw Materials Supplier, Equipment Supplier, Internal/External Customers, Partners and Consumers if Affected by External Forces
Evaluate the Impacts to Your Customer Service Chain, Job, and Salary?
Identify a Real Case Problems and Offer Solutions for the Implementation and rollout
Learn How to Optimize Time Allocation Management
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Learning Objectives
Understand the Customer Service Chain from the Holistic Perspective Understand the Problem Resolution Strategy Understand the Essence of Time Management Improve the Knowledge of Supply Chain Management Improve Self Confidence, Self Discipline & Self Efficiency Improve Critical Thinking Reduce Stress & Conflict
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CUSTOMER SERVICE CHAIN MANAGEMENT MODULE NO. 1
Definition of Customer Service Chain Management • Customer Service Chain Management (CSCM) is the process of managing and
facilitating the interconnecting customer service related activities through a supply chain collaborative process from raw materials extracted points to end users
• CSCM allows an organizations to improve its customer satisfactions and communications which in turn, it reduces operational costs and lead times
• CSCM enable employees to better understand the holistic views of customer service chain reactions from start to finish
• CSCM allows both management and employees to improve and optimize its decision making process
• If Employees understand the interconnecting customer service chain activities, then he or she will be able to make better decisions, in turn customer will be happy
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What Causes Customer Service Chain Reactions?
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Consumer Demands
Supplier
Product
Offerings
Customer Demands
Customer Service Role Perspective Customer Service role is to facilitate and
coordinate the interconnecting activities and communications between supplier, partner, customer and/or consumer to ensure products and services are delivered to its final destination as promised or according to the purchase/sell contractual agreements
Note: Supplier can be also a manufacturer, distributor, wholesaler, retailer and service provider
Note: Customer can be classified as a CONSUMER or end user, its depending on your business model
Note: Consumer can be classified as a CUSTOMER or end user, its depending on your business model
YOU
YOUR STRATEGICPARTNERS
The Reality of Customer Service
Almost everyone on this planet who is working, communicating, dealing and engaging in day to day business activities whether it is financially or non-financially transacted are technically involving in some sort of customer service related activities regardless of his or her official title, profession or assigned tasks
For examples, an entrepreneur, corporate employees, lawyer, doctor, police officer, teacher, housewife, maid, civil servant, and many more are providing either products or services to people one way or the other
Customer service is not just making your customer satisfied with your products or services, in fact
your products or services MUST have great positive impacts to their end users. Thus, you need to understand their customers who also your consumers as well. Your service does not end with your immediate customers, it must be extended to the end consumers
Generally, many people do not realize that they are engaging in customer service activities, but in reality they are engaging on a daily basis
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The View of Customer Service Perception
Organizational Structure General Terminology
Business Entity Customer, Consumer, Supplier, Partner
Educational Institution (School) Student, Pupil, Learner, Trainee
Health Care Institution (Hospital) Patience
Accounting, Legal, Consulting Firms Clientele/Client
Professional Association Member, Associate
Social Enterprises People, Community
Household (domestics) Children, kid, Son, Daughter, Parents
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Regardless of the organizational structure or profession, you’re engaging or interfacing with customer service related activities without realizing it. The existence of an organization is to serve, nurture and support the customer despite of what we are calling them.
The Different Between Supplier, Customer, Partner & Consumer? Customer: A person, company , business entity or an organization who buys goods and services that are
produced or offered by another person, company, other business entity or an organization. Customer is generally buys goods and services from another person, company, business entity, or an organization for manufacture or resale to the consumers
Consumer: An individual who buys products or services from a company , organization or other business
entity for personal use and not for manufacture or resale purposes. A consumer is a person who can make the decision whether or not to buy an item or service from a company, organization, or other business entity for their personal consumptions or use. Consumers are those who can be influenced by marketing and advertisements for products and services offered by business entities
Supplier: A business entity that supplies goods or services to another parties for further use, consumptions, re-processing, manufacturing, or resale , i.e., manufacturers, service providers, wholesales , retails, distributors, and organizations. A supplier may be differentiated from a contractor or subcontractor, who commonly adds specialized services or goods to its deliverable products or services. Supplier can be also considered as manufacturer, wholesaler, retailer, and service provider
Strategic Partner: A business entity or a person who you or your company is collaborating and/or sharing core-competency resources with in order to deliver products or services to end consumers. You and your strategic partners must have vested interests through out the entire customer service chain i.e., financial, market , customer and consumer as well as your company’s financial performances, products, and services.
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2 Type of Customers (External & Internal Customer)
• External Customer: A person, company , business entity or an organization who buys goods and services that are produced or offered by another person, company, other business entity or an organization. Customer is generally buys goods and services from another person, company, business entity, or an organization for manufacture or resale to the consumer. There are financial transactions involved or product exchanging hands when providing services
• Internal Customer: An Employee of an organization whose main duties and responsibilities are to provide his or her services to other functional departments vertically and horizontally. For instance, a Customer Service Representative provides his or her services to other functional departments such as Sales, TS, NoC, OSP, and Finance etc. These functional departments are considered as your “internal customers”, except there is no financial transaction or product exchanging hands between internal customers where as external customer there are financial transactions (money offer for its products and services)
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Customer Service Chain Management
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INTERNET CAFE/ Mobile Operator
SUPPLIER/ Distributor
SERVICE PROVIDER “ISP” OUR CUSTOMER
CONSUMER/END USER
Manufacturer/ Equipment Maker
ASDL
OUR CUSTOMER Note: If we sell and provide products and services directly to consumers, then consumers will become our customers If we don’t sell and provide products and services directly to consumers, then they are not our customers, perhaps they’re the customers of our customer
Our Strategic Partners
What is a Good Customer Service?
• Company’s ability to differentiate itself from its competitors in terms of product and service offerings to customers and/or end consumers
• Company’s ability to effectively fulfill customer’s needs and wants from start to finish
• Company’s ability to effectively fulfill customers’ demands better then its competitors
• Company’s ability to provide customer’s wants and needs at the right price, time, product, place, quantity and quality
• Company’s ability to deliver its products and services as promised and on a consistence basis
• Improving customer service involves making a commitment to learn and understand what our customers' needs and wants are, and implementing action plans that implement customer friendly processes
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Customer Service Quality
• Time is Essence. Do Not Allow Customer to Wait for Your Response • Offer Solutions to Customers, Before They Are Asking for One • Focus on Empathy (Not Sympathy). Ability to Listen to Customers’ Needs & Wants • Be Consistence With Your Customer Service Policy • Be Consistence With Your Statement. Do Not Flip Flop. • Don’t Give Answers, if Your Don’t Know. • Maintain Professional Attitude while Working Under Pressure • Deliver Products & Services as Promised. Don’t Promise if You Can’t Deliver • Response and Follow Up with Customers’ Requests as Promised Regardless of
Outcomes • Customer means both internal or external
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CSCM EXERCISE
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Identify Your Company’s Customer Service Chain Flow Charts
Assess the impacts of Your External, Internal Customers, Partner, Raw Materials Suppliers, Equipment Supplier and Consumers if it is Affected by Controllable or Uncontrollable Forces
Evaluate the Financial & Non-Financial impacts of YOU as an Employee
Identify Customer Service Chain Flow Charts
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Your Raw Materials Sources Your Equipment Maker (s) Your Equipment Supplier(s)
Your Internal Customer (s) Your External Customer (s) Your End Consumer (s)
Your External Forces Your Strategic Partner(s)
CSCM Impact Assessments
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Challenges Raw Materials Supplier
Equipment Maker
Equipment Supplier
Internal Customer
External Customer
Your End Consumer
Raw Materials Prices increased by 35%
? ? ? ? ? ?
Your company’s networks interrupted by heavy storm
? ? ? ? ? ?
Demands for Internet service increased by 90%
? ? ? ? ? ?
What will happens when you cannot support these demands?
? ? ? ? ? ?
Impacts Assessment & Analysis
Financial Impacts Analysis Overall company’s financial performances Positive or negative impacts to financial results? Revenue increase or decrease? Profit margin increase or decrease? Service or selling prices will increase or decrease? Company’s stock price condition if applicable?
Non-Financial Impacts Analysis Number of customer subscribers increase or decrease, market shares? Number of customer orders increase or decrease? Number of customer satisfaction rates or dissatisfaction rates? Number of customer drop-out rates , renewal rates, or new subscribing rates? Will our product and service be sustainable in the long run? Number of product shortages or services interrupted for any given period? Company’s Human Resources Turn Over Rates? Do we meet or exceed company’s milestones, goals, and objectives?
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THE MONEY Easy to Measure
THE PEOPLE Hard to Measure
Impact Assessment Questions?
The FIRST 2 Big Questions? 1. What are the “financial impacts” to your raw materials supplier, equipment
maker, equipment supplier, partner, internal customer, external customer, and end consumer?
2. What are the “non- financial impacts” to your raw materials supplier, equipment maker, equipment supplier, partner, internal customer, external customer, and end consumer?
The NEXT 4 Important Questions? 1. What will happen to your entire customer service chain? 2. What will happen to your end consumer? 3. What will happen to your Company financial performances, products, services and reputations ? 4. What will happen to your job, promotion and salary?
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Basic Supply Chain Management
Module No.2
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Why SCM is Important?
Almost Everything that We Touch, Use, Work On, Consume and Perhaps Feel Are Driven By Supply Chain Management
Synchronized SCM Allows Companies to Accelerate its Processing, Manufacturing and Distributing Capabilities of Raw Materials, Good s and Services to End Customers or Point-of-Use More Efficiently and Effectively
Unsynchronized SCM Causes the De-Acceleration/Disruptions to its Processing, Manufacturing and Distributing Capabilities of Raw Materials, Goods and Services to End Customers or Point-of-Use
End-2-End Supply Chain Process Needs to be Synchronized to be Efficient End-2-End Supply Chain Process Needs to be Checked/Collaborated Regularly to be Synchronized
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The Logics Behind SC Collaborative Strategy
Regardless of Company’s sizes, technological advances, financial strengths, skilled resources and core-competency capabilities; Not a single company in the world who can extract raw materials, produce, and deliver its finished products and services to end-users/processors and/or point-of-consumptions without utilizing external collaborative channel’s efforts and supports 24
Core-Competency Focus Management Focus Long Term Supplies Visibility Long Term Supplies Security Risk Mitigations & Sharing Knowledge & Info Sharing Financial Leveraging Flexibility Management Market Regulations Advocate
Key Management Engines That Fly SC
The Corporate Cockpit
Management
The Navigation
Management Systems
The Cabin Crews
Management
On-Ground
Strategic
Management
Vision, Mission, Values, Strategy, Goal s& Objectives Executive Management & Leaderships Financial Management Product Research, Innovation & Development HR Development & Nurturing Business & Market Development Corporate Compliances (Procedure, Policy) Environmental Management
Access /Acquire External Resources Outsourcing Strategy Management Supplier & Customer Relations Management Knowledge Exchanges & Collaborations Risk Leveraging Management Market Development ,Targets & Penetrations Marketing Strategy Strategic Brand Development
Shop Floor Layouts & Production Flow Control Management
Efficiency & Productivity Focus Planning & Scheduling Production Measuring & Controlling Processing & Conversion Warehousing & Distributing Quality Control Management Customer Services Procedure, Policy & Work Instructions
Corporate Navigation Systems Communications Management
Systems MIS (Management Information
Systems)- ERP, MPS, MRP, CRM
Information Tracking & Tracing Control Management
Reporting Management Information Transfer
Management KPIs Dashboard
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Corporate Affairs Operational Affairs
Information Technological Affairs Collaborative Affairs
Forward Supply Chain Perspective Raw Materials Plantation & Production Finished Goods Production & Manufacturing
Finished Goods Distribution & Logistic Center Wholesales & Retails Outlet
Waste Management Household & Commercial Consumptions Waste Containment
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Reverse Supply Chain Perspective
Household& Commercial Point of Use Repair Centre /Recycling Facility
Scrap Component Processing Facility Raw Mats Processing Facility Electronic Component Manufacturing
Computer Manufacturing Wholesales & Retails Household/ Commercial
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Benefits of SCM Focus Customer Support Services Long’s Term Customer Order Commitments Great Market Access Opportunity Increase Sales & Revenues Visibility of Sales & Financial Forecasting Brand Awareness & Recognitions Brand Loyalty
Obtain Reliable Materials Sourcing & Supporting Services Increase Visibility of Sales & Financial Forecasting Secure Better Prices, Quality, & Quantity Needed Control Procurement & Sourcing Activities Better Leveraging & Sharing Risk Establish Long Term’s Partner Commitment to Align Corporate Vision, Mission, Value, Goals & Objectives
Improve Product Efficiency & Quality Low Turn Over/Attrition Rates Improve Working Environment Attracting External HR Resources Improve Commitment, Focus, Team-Work Increase Knowledge & Responsiveness Encourage Innovation & Pro-activeness Boosting Employee’s Self-Confidence Strengthen Key Resources
Improve Overall Company’s Bottom Line Increase Sales & Profit Margins Reduce Unnecessary /Overlapping Costs Reduce Inventory Carrying Costs Reduce HR Training & Development Costs High Visibility of KPIs and Performances 28
Forces That Cause SC Reactions
Internal Forces
Natural
Forces
External
Forces
Changing in Corporate Vision, Mission, Value Objective, Goals, Policy, & Procedure Employee’s Morals & Working Conditions Corporate Strategy & Tactical Approaches Financial Capability & Control Management (Positively & Negatively) Management Information System (MIS) Internal Core-Competency, Skilled Resources/Capabilities Employee’s Strikes & Demonstrations
Change in Weather Climates Fires, Floods, Droughts, Storms, Rains Earthquakes, Tsunami, Hurricanes Tornados, Volcanoes Disease & Virus Outbreaks Other Accidental Incidents or Disruptions
Market Competitions Change in Raw Material Prices Shifting in Partner’s Corporate Vision Mission, Value, Objectives, Goals, Procedure & Policy Changing in Partner’s Financial Capabilities & Control Management Consumer Behaviors & Demands Market/Economic Conditions Partner’s Employee Strikes/Demonstrations Shift in Political/Social Climates Government Regulations Technological Evolutions Stock Markets Global Financial Environments Environmental Implications Terrorist Attacks/War Outbreaks Shifting in Religion Beliefs
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Beyond Corporate Controls
Within Corporate Controls
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CHALLENGES RESOLUTION MANAGEMENT MODULE No.3
Challenges Resolution Model
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Identify Challenges
Validate &
Clarify
1st Impact Assessment
Root Cause Analysis
2nd Impact Assessment Offer 3 Possible
Solutions Offer
Recommendations Seek Management
Approvals
Employee’s Communications Rollout Strategy
Set Implementation Strategy & Schedule
Testing & Validating (Sandbox)
Execution & Operational Strategy
Control Management
Monitor Implemented Activities
Measure KPI s
Fine Tuning
Key Drivers for Challenges Resolution
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Self-Initiate
Your Assessment &
Analysis
Your Supports & Supporting Materials
When you’re encountered any challenges, you need to initiate or willing to solve the problem and find best solutions, otherwise, you will continue to face chronic issues within your organization and ultimately will affect your working environment, profit, morals, job, and salary and among other things
To move forward effectively with problem solving, you need to have supports from management, co-workers, and suppliers, partners, customers, and may be consumers You must have supporting materials or supports to substantiate your resolutions strategy in order to move forward
You need to conduct analysis based on facts, supporting materials as well as management supports and others Your analysis MUST be presented with CORRECT information Your supports & supporting materials MUST be validated to ensure its correct before presenting to others
Challenging Behaviors Challenges Type Definition Examples
Short-Live Problems occur during any given business process, cycle, period and disappeared within a short period of time and reoccur sporadically or periodically without any or little explanations
An interruption occurs for a short period of time within minutes, hours, days and weeks
Short live occurrences Minor impacts to business
process, cycle, and period An interruption caused by
internal or external factors
Chronic An interruption which is considered as a prolonging and repetitive during the entire business process, cycle, and at any given period
An interruption which is prolonging and dragging on for months, and perhaps years without corrective actions or fixable solutions
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Nature of Challenges
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Challenges Control Elements Examples
Self-
Inflicted Challenges
Controllable
An interruption occurs which are caused by an individual, employee, or a person intentionally and knowingly
Preventable interruptions Sabotaged by a person, employee, and contractor For example, you were upset and decided to destroy your mobile phone or computer as a result of your angers
External-
Inflicted Challenges
Un-Controllable
An interruption occurs which are caused by external elements such as natural disasters, change in government regulations and policies
Wars, embargoes, sanctions Shifting in Supplier, Customer, and Consumer policy,
strategy, process and/or demands
Internal-Inflicted Challenges
Controllable- Uncontrollable
Shifting in Corporate policies, regulations, vision, mission Shifting in capital resources, financial, HR, equipment,
accessories, facility etc. Some cases, the shifting is caused by external forces
4 Main Source of Challenges Main Sources Check List
Equipment & Facility
Building conditions, and accessibility Equipment, Vehicle & Accessory Equipment Functionality The ergonomic, layout of equipment, accessory &
building
Human Resources Management & Employee Competencies Employee’s Morals, Treatments, Communications
External Cause Government Rules & Regulations Consumer, Customer, & Supplier Process,
Procedure, Policy, People, Equipment, Accessory Supply & Demand Conditions Natural disasters
Administrative Corporate Vision, Mission, Objective, Goals Process , Procedure, Flow Charts Policy, Work Instructions, Job Descriptions
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Challenges Resolution Engagement Process Challenges Engagement
Steps Your Supporting
Materials Your
Analysis
Identify Your Challenges? Nature of Challenges, Source of Challenges? Yes, networks interrupted 5 times in 8hrs
Validate & Clarify Double checks, check your reports, KPIs NoC , TS and customer had confirmed
1st Impact Assessments Compile all required info & documents customer service, financial, reputation
Root Cause Analysis Determine root cause based on info & docs HR, Equipment-Facility, Admin, Ext Cause
2nd Impact Assessments check with experts and other sources customer service, financial, reputation
Offer 3 Possible Solutions understand root cause based on info & docs generate 3 solutions with pros/cons
Offer Best Recommendations based on your info & docs, generate solutions analyze and recommend best solutions
Seek Management Approval provide management with evidences based on your analysis, seek approvals
Testing & Validating (Sandbox) test your proposed model/process/charts conduct your testing analysis/correction
Set Implementation Strategy define your strategy in writing/document analyze impacts on rollout strategy
Employee’s Communications Rollout send information to employees analyze employee’s feedback/concerns
Execution rollout your final process/model/charts analyze results and outcomes
Control, Monitor, Measure & Fine Tune document all activities/results take appropriate steps and measures 36
Challenges Resolution Exercise
Pick 3 Challenges based on real business cases 1 Problems must be chronic & uncontrollable
1 Problem must be chronic & controllable
1 Problem must short-live & controllable
Why are you picking these 3 challenges?
How do you know they are real problems?
Follow The Challenges Resolution Engagement Process
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Time Allocation Management
Module No.4
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Time Allocation Management Concept
Time Allocation Management (TAM): Simply, is a process of allocating times for specific needs and requirements for any given period, i.e., tasks, projects, and activities
Time Allocation Management, the same as Budget Allocation Management Corporation tends to focus on Budget Allocation Management as it has real financial values TAM allows employees and organizations to better manage its times for specific tasks,
assignments, projects and other activities which are considered as imperative to the organization TAM should be managed the same manner as a corporation or a person manages its budget and
financial resources Organizations need to focus on the development of TAM TAM is as important as MONEY, except generally it does not have financial values assigned to it at
least from an internal organizational perspective TAM is very effective and powerful if you’re engaging with external firms such as legal, accounting,
and management consulting and so forth. These firms will charge clients by the hours, therefore, times can not be wasted when engaging in meetings or conversations
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Time Allocation Management-Sample Weekly Activities (Monday-Sunday) Time Allocated (Hrs.) Time Allocated (%)
Weekly Sleeps (8hrs/day X 7 days) 56hrs 33.3%
Weekly Personal hygiene (shower, brush teeth, dress up) 14hrs 8.3%
Weekly Breakfasts (prepare & eat) 3.5hr 2.0%
Commuting Time (Travel to and from work-4 days/week) 4hrs 2.4%
Working at the office (7hrs X 3.5days/week) 24.5hrs 15.0%
Lunches (1hr/day X 7 days) 7hrs 4.2%
Prepare dinners & eat (0.5hr X 7 days) 3.5hrs 2.0%
Housekeeping (cleaning, laundering, and gardening) 0hrs 0%
Weekly Leisure (Relax, socialize, entertaining, reading, music, watch TV, etc.) 21hrs 12.5%
Weekly Study & Homework 0 hr. 0%
Total Weekly Times Allocated 133.5hrs 80%
Total Weekly Unallocated Times (Free Times) 34.5hrs 20%
Weekly Grand Total Times Available (24hrs x 7 days) 168hrs 100%
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Your Personal Time Allocation Management Weekly Activities (Monday-Sunday) Time Allocated (Hrs.) Time Allocated (%)
Weekly Sleeps (8hrs/day X 7 days)
Weekly Personal hygiene (shower, brush teeth, dress up)
Weekly Breakfasts (prepare & eat)
Commuting Time (Travel to and from work-4 days/week)
Working at the office (7hrs X 3.5days/week)
Lunches (1hr/day X 7 days)
Prepare dinners & eat (0.5hr X 7 days)
House works (cleaning, laundering, and gardening)
Weekly Leisure (Relax, socialize, entertaining, reading, music, watch TV, etc.)
Weekly Study & Homework
Total Weekly Times Allocated
Total Weekly Unallocated Times (Free Times)
Weekly Grand Total Times Available (24hrs x 7 days) 168hrs 100%
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Weekly Activities (Monday-Sunday) Time Allocated (Hrs.) Time Allocated (%)
Weekly Sleeps (8hrs/day X 7 days)
Weekly Personal hygiene (shower, brush teeth, dress up)
Weekly Breakfasts (prepare & eat)
Commuting Time (Travel to and from work-4 days/week)
Working at the office (7hrs X 3.5days/week)
Lunches (1hr/day X 7 days)
Prepare dinners & eat (0.5hr X 7 days)
Housekeeping (cleaning, laundering, and gardening)
Weekly Leisure (Relax, socialize, entertaining, reading, music, watch TV, etc.)
Weekly Study & Homework
Total Weekly Times Allocated
Total Weekly Unallocated Times (Free Times)
Weekly Grand Total Times Available (24hrs x 7 days) 168hrs 100%
Professional Time Allocation Management Weekly Activities (Monday-Sunday) Time Allocated (Hrs.) Time Allocated (%)
Weekly Sleeps (8hrs/day X 7 days)
Weekly Personal hygiene (shower, brush teeth, dress up)
Weekly Breakfasts (prepare & eat)
Commuting Time (Travel to and from work-4 days/week)
Working at the office (7hrs X 3.5days/week)
Lunches (1hr/day X 7 days)
Prepare dinners & eat (0.5hr X 7 days)
House works (cleaning, laundering, and gardening)
Weekly Leisure (Relax, socialize, entertaining, reading, music, watch TV, etc.)
Weekly Study & Homework
Total Weekly Times Allocated
Total Weekly Unallocated Times (Free Times)
Weekly Grand Total Times Available (24hrs x 7 days) 168hrs 100%
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Weekly Activities (Monday-Sunday) Time Allocated (Hrs.) Time Allocated (%)
Committed assigned tasks and duties
Internal Meeting-within an organization between colleagues & bosses
External Meeting-outside of an organization between customer, supplier, & partner
Commuting Time-To and from work
Problem solving-expected or unexpected challenges
Unexpected interruptions-controllable or uncontrollable
Training & Development-internal or external
Personal telephone conversations & face-to-face interactions
Computer & telephone work related activities
Lunch, breaks, miscellaneous idle times-intentionally or unintentionally
Total Weekly Work Times Allocated
Total Weekly Work Unallocated Times (Free Times)
Grand Total Times Available (8hrs x 5.5 days) 45hrs 100%
Personal Weekly Time Prioritizations Weekly Activities (Monday-Sunday) Want Need Necessity Alternative Solutions?
Weekly Sleeps X Reduce sleep hours from 8hrs-7hrs
Weekly Personal hygiene
Breakfasts
Commuting/Travelling
Committed Job & Project
Prepare lunches & eat
Prepare dinners & eat
Housekeeping activities
Weekly Leisure
Weekly Study & Homework
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Want: is something you want to do but it does not has major impacts to your life, it may creates short-live challenges Need: is something you need to do because if you don’t do it, it creates chronic challenges in your life or health Necessity: is something you MUST do, or die or affecting your life or health severely
Alternative Solution Implementations Analysis List
Alternative Solutions Impact Assessments
(Advantages/Disadvantages) Final
Recommendations
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Try your best to analyze based on the current market environment and not for future considerations Advantages: state minimum 3 advantages whether it is financially or socially beneficial to your professional or personal life Disadvantages: state minimum 3 disadvantages whether it is affecting you financially or socially Recommendations: Prioritize your best solutions that are best suitable for your professional or personal life for the current environment. Try not to focus on future considerations
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TEL: (855) 023 6972 888/097 999 3767 Email: info@radiuscambodia.com
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