have been successful in securing significant volume from new clients, particularly in 2016 and 2017. These impacts bring our percentage in line with the historical Association of Management Consulting Firms (AMCF) industry benchmark of 77%. The desired direction of improvement is neither up nor down as IPM strives for a balance of new business and customer retention.
Complaint Resolution (FY)
$- $10 $20 $30 $40 $50 $60
Client Retention (FY)
100%
FY 2013 FY 2014 FY 2015 FY 2016 FY 2017
83% 80% 79% 76%
80%
77%
Figure 7.2-7 Complaint Resolution: % of Total Revenue
76% 77% 77%
PPE - Likely To Recommend
60%
FY 2013 FY 2014 FY 2015 FY 2016 FY 2017
0 2 4 6 8 10
Revenue
% of Revenue
AMCF
Figure 7.2-10 Client Retention Continued company growth is dependent on sustaining and deepening engagement with existing clients (Figure 7.2-11) while cultivating new business (Figure 7.1-13) . IPM has performed very well by both measures over the last five years. 7.3 Workforce Results 7.3a Workforce-Focused Results 7.3a(1) Workforce Capability and Capacity The PMC Headcount graphs show capacity by region (Figure 7.3-1) and company-wide (Figure 7.3-2) . The upward trends are due to both geographic expansion and further market penetration. IPM’s YOY growth exceeds the SPI Benchmark as shown in Figure 7.3-3 . PMC realization—total billable hours divided by 40 hours per week less vacations and holidays—is shown by region in Figure 7.3-4 . A 100% measure is not IPM’s expectation, especially in times of growth, primarily due to the time between new hire start dates and first project assignments. The change in philosophy as described in 5.1a(1) resulted in two consecutive years, 2016 and 2017, of record realization. In 2015, the Central Region’s lower realization was due to major Life Sciences firms relocating outside of the region, while the East Region experienced an unusually high 58% turnover rate. The influx of new hires in the West Region led to its lower realization rates in 2013 and 2014.
2015
2016
2017
2018
Total
Linear (Total)
Figure 7.2-8 PPE Likely to Recommend
Net Promoter Score
0 10 20 30 40 50 60 70 80 90
77
61 61
50 52
45
40
26 28
NPS
World Class
Figure 7.2-9 IPM Net Promoter Score IPM’s success hinges on our ability to consistently provide high-quality services that meet or exceed client expectations. Those clients then contract additional services and are more likely to make referrals to potential new customers. Figure 7.2-10 depicts IPM’s year-over-year (YOY) revenue from prior customers. Over the past five years, our percentage of revenue from existing clients has trended down slightly. We
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