- This topic has 16 replies, 4 voices, and was last updated 20 years, 4 months ago by
.
-
Posts
-
kheath wrote:[16:33] ok, I’ve done lots of scribble notes preparing the thought process
[16:34] will share them around, once complete… from IRC earlier today
Fire away 😀
I’m pissed off with email, too many, can we keep ultra important stuff here please ?
Dave.
Re: John Hopwood
…further to that, what’s John’s log in ??
All I can find is:
CDA – martyn.cobb@cda-europe.com
Dave.
Re: John Hopwood
Hi,
this is my first draft of what i’ve been thinking, please rip to bits anything you don’t agree with, or endorse the points you like.
IMO we have an excellent chance to promote ISE into the “will make me a million” league. However to capyure John will require paying him more than any of us gets, to begin with. The point being John will earn his keep and eventually put in place the resources to supply our slice.
I guess he already has my vote, laying my cards on the table.
I think we give John his head and allow him freedom to “do” his job, with perhaps me as his boss, sounds over the top that, but we have to retain control, therefore someone has to work closely with him, rubber stamping his ideas for the mutual benefit of all of us. Therefore I’m willing to do it, unless you have other ideas. He, of course, has to be offered a job first..lol.Have a read and comment
I.S.E Limited
OverviewWhilst the negotiations with Beko, production, delivery, customs, along with a couple of late bits from us, have all contributed to a late start, we all can see that this is actually working out to our benefit.
For ISE to succeed we need sales, again whilst our financial loss is limited due to CDA putting in all of the money, we still need to drive the sales for ISE to succeed. It’s more than apparent that those who Sean has seen are “up for it” and we should easily sell our supply, but that in itself is just the start of the problem. ISE will go nowhere selling 354 appliances a month; we will not be able to reshape the independent market with such low volume, or make our fortunes.
So, we need help, we might be good repairers and we have more good ideas than we know what to do with, but we have to see that this is going to get bigger than just us four.
We have to have bodies in place that are proven in this field, who we are comfortable with and in whom we can place absolute trust.Appliance Project Director
If such a post were to exist, what exactly would we want from it?
a) Leadership and direction, with forward planning to increase Sales.
b) Experience of senior management decisions and the ability to negotiate at that level.
c) An ingrained attitude to customer service with customer handling and care as part of the package.
d) A team member and intellectual thinker.
e) Creativity when problem solving.
f) Accurate and meaningful reporting and procedures.
g) Value for money from the appointment.
h) An increase in the “network” outlets, whether seller service or seller only.
i) Willingness to work away as well as from home, a go anywhere get the job done attitude.Financing the position
The position of APD (Appliance Project Director) would have to be borne by UKW loaning the required capital to ISE. UKW can without hurting itself loan another £30,000 to £50,000 to ISE, covering set up costs for the creation of the above post. This will be on top of the £20,000 already proposed. ISE will be expected to repay Capital back to UKW at the appropriate time.
Targetsa) A network of 300 plus Seller/service and seller outlets harmoniously working in the retailing/repair of our appliances within 6 months of appointment.
b) Direct home delivery of our product, whether by tender or the creation of our own fleet.
c) The integration of all agents into the UKW site and Training ethos.
d) In line with “a”, 30,000 sales of products within 18 months of appointment.
e) Wee directive responsibilities and reporting procedures.
f) Reducing buy in costs for ISE.
g) Producing real cost savings on future products.
h) Installation network
i) Development of 3rd party provision for the repair/installation/training of work related products for outside parties.Terms and Conditions
a) All the usual terms will apply.
b) Sickness and compassionate absence as normal
c) Compliance with casual/smartness dress code
d) Exemplary presentation and representation of ISE Limited
e) A non compliance with the working time directive, signature required.
f) 25 holidays plus statutory each year
g) Weekend work when required.Salary and Benefits
Annual
a) Basic ……..£35,000 p.a.
b) Executive car with personal use
c) Fuel card
d) Commission: up to and including 10,000 Washing machine sales @ £5.00 per appliance. Payable quarterly in arrears (therefore a maximum of £50,000 commission available, per year).
Benefitse) After 12 months service, assuming performance delivers reasonable targets, the appointment of a directorship of ISE Ltd.
f) The allocation of 20,000 shares in ISE limited after 12 months service
g) The allocation of 10,000 shares for each year of service for the following 2 years, giving a total of 40,000 shares for 3 years service, again assuming performance targets for year 2 and year 3 are met ( these to be negotiated by annual review).Kevin
Re: John Hopwood
IMHO you have pitched it just about right kev. The more he performs the better he will do for all, himself included but the ace in the pack is that he get’s to be part a of it if we get his undivided input.
The thing that came across at the meeting on friday was that he has a real problem when instructed to stab guys in the back and that to me speaks volumes for his character. That no matter how much he is paid he does no take kindly to being anyones henchman.
The real rift though, was that after the three years he has worked for his current bosses they can still threaten him with dismissal if he does not follow their edicts. This was a point not lost on John and a key factor in his recent decision to move on and why the oppurtunity of accquiring a directorship whould allow him to feel far more secure with our offer.
My only concern is that those at CDA might view this as a something of a conspiricy in as much that they may think that this deal may have been planned well in advance.
So I have to ask myself is there any way they can queer our pitch should they wish to do so. After all it is their money that is floating this project.I know I must come across a little paranoid but I do feel it is a point worth considering.
Sean
Re: John Hopwood
Not paranoid Sean, but realistic 😉
But, and it’s a massive but, CDA, us and John are above that sort of thing, it’s business at the end of the day 😉
In the true spirit of UKW decisions, Claire read this over my shoulder:
Claire wrote:What the feck are you waiting for, employ him for feck’s sake ?!
😆
Dave.
Re: John Hopwood
I couldn’t give a toss what CDA think, as Dave rightly points out, this is business and they would not have invested the cash had they not seen a way to realise a return on the investment. To think otherwise would be naive at best.
What I want an assurance of is that we get delivery on our investment and sod CDA. 😉
K.
Re: John Hopwood
John is expecting us to provide reports and admin to back up his ideas and drive to “SELL” ISE as a credible entity.
We are not ready for him yet by a country mile!
John has an excellent spreadsheet for tracking each and every aspect of the costs to ISE of each agent and the whole of the business.
Therefore from the 1st of march it’s vitally important that we all record our time to ISE where applicable. Everything we all do has to be time recorded and material costed. If we don’t then ISE will not achieve profit figures we can rely on in the future. Our growth in ISE will be huge, we must know where all our costs lie if we are to expand without running out of cash.Where we in UKW make the mistakes are….
We all work tremendous hours to achieve objectives, but we don’t cost it at all. The guys in Kilmarnock work long hours and weekends, often burning the evening oil…..we don’t cost that at all. Whilst UKW is what it is, we can’t run ISE the same way.
Think about it guys, lets hear your thoughts on how you will record your timesheet and expenses from 01/03/06.
Kevin
KevinIs this to be totally accurate or just a rough guess stuff?
It’s a tough one as I swap hats quickly when I start on UKW/ISE as, to me, they are one and the same in many ways. One feeds the other.
K.
Re: John Hopwood
Ok, lets take you Ken as an example……..
All of your costs are bourne by UKW, whatever you do is directly funded by UKW and the subsequent P&G contract. So, when you visit Create as you did this week and your overnight stay is on expenses, its covered by UKW. Fair enough.
But when you go to meet JH with regards to the ISE appliance, thats on paper a cost to ISE, not UKW. Therefore when you spend a couple of hours improving the ISE website it’s a cost to ISE, not UKW. Unless you keep a tab on your timesheet….no one else can.Therefore Killmarnocks admin is also a nightmare for the costs. We have no employees of ISE at Killmarnock, so whenever David, Graig or yourself process an order or answer the ISE phone, its UKW who pay the bill (even NWAR in Craigs case). As, when you are working for ISE you can not produce for your employer (UKW or NWAR). This is already happening to UKW where David can not fulfil his primary role (P&G Admin) for doing other tasks. therefore it’s long hours and scant reward.
My concern is we need to see the true costs of administrating ISE, for one day you guys will not be doing it….you just won’t be able to. Whilst UKW will continue to pick up the tab for your costs, P&G contract renewing, we have to have figures for ISE to be able to see what costs us and how much.
So, its fairly accurate we need, not difficult to do if you keep on top of it.
Kevin
Re: John Hopwood
I fully understand why and the need to apotrtion costs to the correct areas.
All I’m doing is pointing out the difficulty in actually doing it as it’s just another chore to me. 😉
K.
- You must be logged in to reply to this topic.