D i s r u p t i o n CASE STUDY 2013 A t e l i e r
This case study covers the 6-month acceleration process The Refinery formulated and implemented with a recent technology client/partner in the human resource field, which we will refer to as The Company. The case study presents the highlights of the process and provides insight into the acceleration methodologies developed at The Refinery. 2
table of contents 1.0 INTRODUCTION 2.0 Highlights of The Company Acceleration Process 3.0 Conclusion 4.0 the refinery 4 8 40 42 3
1.0 introduction 4
introduction This case study covers the 4-month acceleration process The Refinery formulated and implemented with recent technology client/partner in the asset tracking field. The case study presents the highlights of the process and provides insight into the acceleration methodologies developed at The Refinery. 5
Prior to entering The Refinery accelerator program, The Company was finalizing the development of a RFID based student transportation tracking system. We began our collaborative process with The Company in January 2013. The Refinery accelerator process presented in this document covers the first 120 days of The Company s passage through our accelerator program. Substantial Refinery resources were invested and helped to produce positive and tangible business results. The Company, launched in January 2012, had successfully developed, tested, and validated an advanced student transportation tracking system that it hoped to commercialize in 2013. The company possessed a strong organizational foundation and an outstanding backend architecture. The Company relied on a strong network of complementary actors to oversee some of its outsourced activities (i.e., marketing, design, programming, etc.). The first part of The Company s Refinery process was to determine the degree to which the current structure was able (or not able) to meet its rich potential. The Company proved to be an ideal candidate for The Refinery because of the quality of the work that had been done by its personnel during their first year of operations. The Company s Strengths 1. Energetic, resourceful and ambitious team 2. Flexible organizational culture 3. Outstanding sales experience 4. Solid technology 6
COMPANY : ASSET TRACKING TECHNOLOGY ANALYSIS PERIOD : 5 WEEKS IMPLEMENTATION PERIOD : 12 WEEKS JANUARY 2013 Review of business model FEBRUARY 2013 Interviews Technology assessment Business plan preparation Expansion of the product catalogue to 6 Insourced software & marketing design processes timeline MARCH 2013 Networking and forging alliances with industry players Sales (2) of fleet optimizing software--one to a government agency and one to a corporate client.revenues generated at least 6 monthsbefore pre-refinery forecasts Hiring 0f production team and securing work space Roll out fleet optimizer solution Set-up business intelligence unit Coordinate redesign of web and brand identity Reconfigure sales strategy Initiate programming of fleet optimizers APRIL 2013 Program tracking software Perform due diligence on possible investment target Preparation of corporate literature Tracking software program ming complete Sales cycle initiated with air transportation industry players in Canada, France, and Senegal Technology planning for development of 2014-2015 product platform 7
2.0 highlights of The Company acceleration process 8
Business intelligence gathering Business strategy Branding strategy Marketing strategy MAIN COMPONENTS OF THE REFINERY ACCELERATOR FRAMEWORK Sales & client procurement strategy Human resources strategy Supply chain optimization Research and development strategy Technology strategy Financial strategy Office space procurement & architectural planning Networking strategy with key industry participants Coordinate and monitor implementation of strategies 9
A BUSINESS STRATEGY accelerator process Product Catalogue Technology Development Human Resources Operations Research B MARKETING STRATEGY C SALES STRATEGY D The Company GOING FORWARD 10
student tracking software PRODUCT CATALOGUE STRATEGY PRE-REFINERY In January 2013, The Company was working in its laboratory on its last round of technology testing, with outstanding results. The staple product it developed, the Student Tracking Software Platform, had been installed in a fleet of school buses and offered an industry solution vastly superior to competitive offering. The business strategy for this promising student tracking system, still several months away from commercialization, was to present it to local school boards during the summer. While the Student Tracking Software system possessed undeniable market penetration potential, The Company was still raw and required precisely formulated business plan, pricing, marketing, and sales strategies. 11
product CATALOGUE STRATEGY THROUGH the refinery THE REFINERY Access Cards Luggage Tracking Inventory Tracking Fleet Optimizer Student Tracking Tickets 12
At The Refinery, January was spent compiling as much data as possible on the technology and the business environment The Company would need to navigate. We were able to extract critical business intelligence, which strengthened our understanding of the particular market conditions that would favor the development of The Company. This business intelligence also confirmed our initial assessment of ; that management was headed in the right direction. The Refinery s technology and business units spent January reviewing the innovative RFID platform employed by The Company to determine its business reach and whether or not the product catalogue could be expanded. The comprehensive review proved fruitful as our engineering team served to elaborate simple technology paths to a catalogue that was expanded to five additional products. The core of the RFID platform developed and employed by The Company was tracking. In addition to the initial student tracking system, The Refinery s research team leveraged the technology and proposed the development of logical complementary offerings that would enable The Company to ascend from a Student Transportation Tracking company to an Asset Tracking Technology Company: Access cards Luggage tracking Inventory and asset tracking Fleet optimizing system Ticketing system 13
While the development focus remained on The Company s Student Tracking Software, a strategy was devised to explore which components of the BUS PASS system could be immediately presented to prospective clients. It was determined that of all of the components, the fleet optimizing system could readily be sold, even before the final Student Tracking Software and user interface would be completed. During that time, a comprehensive business plan was also prepared in order to equip The Company s team with an augmented understanding of matters pertaining to the business conditions, competitive dynamics, trends analysis, pricing strategies, marketing and sales analysis. We also conducted several interviews with key industry participants, including competitors, in order to correct The Company business positioning as we move forward. 14
5.0 s trategy and i mpl ementation DeDicateD to the safe transportation of what matters most Before a company can effectively market itself, it must first establish a strong brand identity. srf The Company solution s brand will build on its core values of innovation and safety with system designed to make the province s student transportation environment the safest in the country. The company s technology is within the financial reach of school officials, parents, and transportation companies of any size. Here is a look at srf The Company solution s strategic balanced scorecard: 1 18 Quebec Student Enrollement 4.1 / m ark et a n a L ysis The Quebec student transportation ecosystem is one of the largest and best organized 73,744 one in Canada, carrying 615,000 students everyday and generating more than $525 million every year. Around 60% of all elementary and high school student population 385,591 of the province relies on school bus transportation to go and return from school 1. In terms of distance travelled, the daily total reaches 1 million kilometers. 442,255 The routes are managed by a group of 800 transport companies, employing more that 9,500 bus drivers, of which, 40% are women. The graph below shows the number of school buses operating in the province. The latest figures indicate that they have Pre-school Elementary High School reached more than 10,000 buses. Total expenditures for the school system reached more that $9 billion in 2008. Number of School Bus in Quebec 10,301 10,284 72 School Boards in Québec: o 60 francophone, 9,969 o 9 anglophones, 9,812 o 3 with a particular status 9,500 9,587 9,675 2 362 schools: o 1,741 schools only offer pre-school et primary school education, o 427 high schools, o 194 schools offer at the same time pre-school, primary school and high school education 2002 2003 2004 2005 2006 2007 2008 1 MELS, 2011-2012 12 13 15
For strategic and resource constraint reasons, The Company was exploring the possibility of outsourcing the programming of its software to a partner with whom it had developed and tested the Student Tracking Software system, we will refer to that company as software provider 1. DEVELOPMENT STRATEGY PRE-REFINERY They were also exploring another possibility. The Company had engaged in discussions with a second company, we will refer to that company as software provider 2., who offered to design the software. Because The Company lacked the personnel resources to undertake the programming of its software, both options were logical. The timeline for delivery for both companies were similar, 90 days, but the price structure was vastly different. 16
OPTION 1 Software provider 1 proposed the following: Software Development: $136,300 Annual Support $20,445 Total $156,745 plus taxes ($181,076) OPTION 2 Software provider 2 proposed the following: Software Development: $50,000 They would co-own the platform and be able to sell it as part of their product catalogue While more expensive than Option 2, the advantage of going with Option 1 was that Software provider 1 was a trusted partner and possessed an acute understanding of the system, virtually guaranteeing the successful delivery of the software. Software provider 2 s offer, while significantly lower, would see an external collaborator retain ownership and distribution rights over the system. Because the system development was outsourced, The Company would not qualify for any R&D credit program. 17
The Company S TECHNOLOGY DEVELOPMENT STRATEGY THROUGH THE REFINERY After careful analysis, The Refinery s programming team was chosen to undertake the design of the software system. It was a logical choice given that several of our programmers had previously built advanced tracking and mobile systems and that our human resources team was confident it could secure the right additional talent to deliver the platform. In addition, developing the system in house would protect The Company ownership rights, help it acquire new technology insight, and achieve greater control over the technology production process. DEVELOPMENT STRATEGY through the refinery The Refinery s technology development mandate was as follows: Identify talent requirements Manage recruitment and hiring process Set up the production facilities Supervise the programming team Ensure project management Deliver the software solutions according to specs Elaborate the trajectory and more evolved version of current product catalogue It is important to note that The Refinery is operated with careful consideration to harmonizing its involvement with our recruits existing networks. For instance, the transition from outsourcing the programming mandate from Software provider 1 to us was discussed and determined to be the best course of action in a conversation with the team at Software provider 1, who remains a critical partner in The Company s current strategy. 18
The Company S HUMAN RESOURCES STRATEGY PRE-REFINERY HR STRATEGY PRE-REFINERY Business Technology Strategies & Sales As mentioned above, before entering The Refinery s accelerator process, The Company dedicated its resources mainly in overseeing the business and technology strategies of, as well as managing its sales initiatives. The balance of its supply chain, including the programming of its solutions, was outsourced. Subsequently, its personnel consisted mainly of sales and business strategy collaborators. 19
The Company S HUMAN RESOURCES STRATEGY THROUGH THE REFINERY The Refinery s human resources strategy for The Company centered on several key elements: HR STRATEGY through the refinery Since its offering would consist of additional products deliverable almost immediately the resources allocated to sales would need to be increased. We assigned some of The Refinery s sales personnel to design a client procurement strategy for all The Company s products. Because the decision was taken to design the software internally, The Refinery needed to secure additional programming talent. Here is the path that led to the building of The Refinery s The Company s production team: 20
step 1 Defining Job Requirements step 2 Finding Candidates step 3 Reviewing 146 Resumes step 4 Conducting 62 Interviews HR STRATEGY step 5 Hiring 13 programmers (Software engineers, architects, analysts, electronic and telecom engineers. 3 PhDs, 7 MsC, 2 Undergrads, 1 College student) 9 Full-time working at The Refinery lab 4 Part-time working remotely through the virtual private network set-up step 6 Hiring 1 Legal Research Analyst step 7 Hiring 1 Legal Assistant 21
The Company S OPERATIONS STRATEGY PRE-REFINERY Software Provider 1 operations strategy PRE-REFINERY Give that it chiefly engaged in strategic planning, and that its lead generation operations had limited contact with prospective clients, The Company had decided to set-up its operations in its Brossard offices. For the balance of its operations supply chain, The Company relied on the strong collaboration partnerships it had forged with Software Provider 1 and Can/US Transport. 22
The Company S OPERATIONS STRATEGY THROUGH THE REFINERY The impacts of The Refinery s strategy on The Company s operations were significant. Because of our ability to roll out the fleet optimizing platform in the near term, which required The Company to precipitate and intensify its sales efforts, a more strategic office location was needed. It was decided to relocate s business and sales operations to downtown Montreal while keeping some of its administrative operations in Brossard. operations strategy through the refinery A Refinery lab was organized to accommodate the team of programmers responsible for the delivery of the The Company software platform. The plans for the loft were prepared by our in-house architect and equipped with everything from computers, servers, coffee, espresso machines, and plenty of food. 23
To help the The Company team stay current on the progress made by the team, the Refinery programmers also set up collaboration and project management backend systems, built on Microsoft SharePoint architecture. To strengthen The Company s business networks, we secured certain partner privileges with several key players in the business and technology segments. We were also instrumental in finding, and negotiating with The Company, the new offices they will relocate to on June 1st 2013. Our architect prepared the plans for the 5,600 sq. ft. facility. 24
S RESEARCH STRATEGY PRE-REFINERY research strategy pre-refinery software provider 1 Business & Sales Strategy Technology Strategy Because The Company elected to concentrate its resources on refining its business and sales processes while outsourcing the technology development portion to its partners, it failed to gain a good measure of technology strategic insight. 25
The Company S RESEARCH STRATEGY THROUGH THE REFINERY The Refinery s strategy was to enable The Company to own as much of its supply chain as possible, help it develop an intimate understanding of the field of business it is a part of, and help it acquire great business intelligence. research strategy through the refinery A Business Intelligence unit was set up, through which data was converted into valuable information that could help refine the business decision-making process. The logic was simple; own the critical parts of the operations (technology, market research, strategy and intelligence production) in order to strengthen the foundation and the understanding of the dynamics that fuel The Company s business opportunities. Strengthening The Company s research capabilities proved critical and useful early on, as our process was used to evaluate an investment target of The Company. In March 2013, The Company identified an acquisition opportunity and The Refinery s research team performed an exhaustive analysis of the targeted company. The Refinery s final analysis report on that target covered critical areas impacting the valuation process, namely: Industry analysis Trends review Legal parameters, and patent protection Business, commercializing, and production strategy Financial forecasting Technology framework Valuation & investment proposal 26
c) Les Acteurs du MArché a) PRofESSionnELS au CanaDa Le Collège Royal des Médecins et Chirurgiens du Canada MEDEC (Société canadiennes de technologies médicales). Leur but est de proposer de nombreuses solutions à même d améliorer les soins aux patients. Bureau des matériels médicaux aux ÉtatS-UniS La fda Le marché américain demeure vital dans l industrie des sciences de la vie, non seulement en raison de sa taille, mais aussi en raison de la portée de la fda pour The Company influencer le marché mondial. Pour la première fois, l agence sera autorisée à utiliser les informations d inspection des gouvernements ou organismes étrangers. Le «Pathway to Global Product Safety and Quality» de la fda est en train de transformer la fda d une agence nationale d exploitation dans un monde globalisé à un organisme véritablement mondial entièrement préparé pour un environnement réglementaire dans lequel la sécurité des produits et la qualité ne connaît pas de frontières. EURoPE La commission européenne: est le point d entrée pour le marché européen EMa: European Medicines agency a L international onu (oms) Health technology assessment international (Htai) 1 4 b) LES ConCURREntS BetA - testing ÉtUDE animal ÉtUDE CLiniQUE Entreprises Positionnement Points forts Points faibles Chef de file mondial dans les technologies de suture depuis the acquérir company brevet à l échelle MOndIALe EtHiCon (JnJ) Le net en 2010 avoisinait 4.5 milliards de dollars plus de 100 ans filiale du Groupe JnJ Détient la plus grande part de marché Présent sur tous les segments de marché La société JnJ a été en proie à une série de problèmes de qualité de produit, principalement dans la filiale Healthcare Mcneil, PRÉSEntER La MoDÉLiSation Et ÉSQUiSSES REtEnUES obtenir SoUMiSSion EMBaUCHER SPECiaLiStE PoUR ConSEiL SUR LES normes DE fabication Et GEStion PRoDUCtion DiSPoSitifS MEDiCaUx obtenir DÉtaiLS au SUJEt DES ConfoRMitÉS aux normes DE PRoDUCtion DiSPoSitifS MEDiCaUx CoViDiEn 43.000 collaborateurs dans 70 pays, avec des produits vendus dans plus de 140 pays Le net en 2012 avoisinait 11, 9 milliards de dollars Les dispositifs médicaux représentent 57% des ventes totales Un leader dans la fabrication des fournitures et des dispositifs médicaux La santé financière de la compagnie dépend du marché américain 83% de la production de Covidien se déroule aux États-Unis et les augmentations de pétrole, de gaz ont entraîné des coûts de production plus élevés et ont rendu plus coûteux la distribution des produits. identification de l usine de fabrication (IsO 13485/9001/14971) - stérilité, description de la méthode et normes appliquées et résultats de validation - procédures de vérification de conception et de contrôle qualité - modalités de contrôle des matières premières, des composants et du produit fini - procédure en vue de s assurer de l adéquation entre les informations fournies par la prescription écrite de la personne qualifiée et les exigences de fabrication - procédure qui garantit une revue du produit fini au regard de la prescription préalablement à la mise sur le marché des produits B.BRaUn 3M Ca: 6 milliards de $ en 2011 Entreprise allemande Présente dans 50 pays 140 établissements. Entreprise américaine net global: $ 4,521 milliards Ca: 27 milliards de $ en 2010 65 filiales Sites de production dans 38 pays Des laboratoires dans 35 pays Produits vendus dans plus de 200 pays 34% de ses ventes sont USa et 31% en asie Diversification géographique Partenaire privilégié des institutions hospitalisées. Spécialisés dans l innovation La maison mère aux USa consacre près de 1,4 milliards par an dans la R&D soit 6% de son Ca La protection intellectuelle: Durant La période de protection des brevets, l entreprise injecte des sommes importantes en R&D afin de mettre en marché ses versions à faible coût Rappel de produits Warmings letters faible rotation des stocks 21 5 27
The Company S MARKETING STRATEGY PRE-REFINERY marketing strategy pre-refinery The Company performed most of its marketing strategy formulation process in house. It also relied on several companies to undertake some activities such as designing its brand identify kit (business cards, logo design, etc.) and its website. 28
The Company S MARKETING STRATEGY THROUGH THE REFINERY Given the Refinery s deep branding, marketing and design capabilities, it was jointly decided that The Refinery s marketing team would manage most of that process going forward. Because of the new business strategy which encompasses greater technology solutions we had to alter the website. Since a contract for the delivery of the website had been previously signed with a local web design firm, they were kept in the design process with direction coming from The Refinery s research and design teams. marketing STRATEGY through the refinery The Refinery was responsible with the overall direction and control of these website elements: Website structure Layout Content strategy Overall user experience Converting The Company s web profile existence as solely a student transportation tracking system provider to a more comprehensive asset tracking solution company was no simple feat. But thanks to the quality of research compiled by The Refinery on The Company s new identity, and the outstanding work done by by the local web design firm, the modifications were performed quickly. The website went through an impressive transformation:. 29
before (Web site) 30
AFTER (Web site) 31
The rest of the material produced to aid in The Company s business, marketing and sales processes were produced by The Refinery s marketing and design teams. brochures 32
cloud pass PRESENTATION air-tags secure tags 33
USER INTERFACE FOR WEB 34
USER INTERFACE FOR THE SOFTWARE 35
The Company S SALES STRATEGY PRE-REFINERY SALES STRATEGY PRE-REFINERY Since The Company was preparing its sales approach for the sale of one line of product student transportation tracking solutions its sales approach was fairly simple: Map out the student transportation ecosystem Use its lead generation capabilities to reach out to key industry participants Wait for the delivery of the software to initiate the sales cycle 36
The Company S SALES STRATEGY THROUGH THE REFINERY The expansion of The Company s product catalogue required a drastic change in s sales strategy. The new strategy was calibrated by The Company s new positioning and the fact that: It had more products to sell, and to a much wider and diverse client segment Some of its new products, the fleet optimizer component, for example, were ready to be sold right away SALES STRATEGY through the refinery It needed to cultivate interest and visibility quickly among strategic players in the asset tracking ecosystem The new strategy formulated with The Refinery s marketing and sales team was aimed at increasing lead generation initiatives in order to reach the entire prospective client segment, to increase resources allocated to sales, and to engage in several networking circuit. This strategy delivered immediate dividends for The Company. Within 3 weeks of implementation of that strategy, two fleet optimizing contracts were secured: Recyc-Quebec (www.recyc-quebec.gouv.qc.ca). A multi-year contract valued in the high 5 figures) 37
Boissons Gazeuses Environment (www.bge-quebec.com) A multi-year contract valued in the low 6 figures 2. CONTEXTE La société québécoise Recyc-Québec s affaire à promouvoir et maximiser la récupération des matières résiduelles. De ce fait, elle administre le système de consignation, en conformité avec la loi, pour le compte de l industrie des boissons gazeuses, des embouteilleurs de boissons alcoolisées et recycleurs de BOISSON GAZEUSES ENVIRONNEMENT pneus du Québec. Pour ce faire, elle utilise un système de suivi pour optimiser et gérer la logistique liée à la récupération des matières. La présente proposition vise à offrir une nouvelle plateforme logicielle lui permettant de dépasser les limitations actuelles du système et d améliorer sa performance. 3. DESCRIPTION DU CYCLE OPÉRATIONNEL La clientèle contacte les recycleurs afin d obtenir de l information sur les produits et services. Ceci inclut la récupération des matériaux résiduels ainsi que le transport. Administra/on Contact Client Répar//on Collec/on & inspec/on Concilia/on Analyse Paiement L objectif d affaire visé est de pouvoir concilier avec certitude les paiements des consignes auprès de ses partenaires recycleurs et conditionneurs et faciliter le paiement via les données des conditionneurs. De plus indirectement, de par ses activités de support à ses partenaires, un deuxième objectif est de pouvoir minimiser les erreurs de transcriptions et de calculs lors de la production des données mensuelles et de produire plus aisément les données statistiques historiques de récupération. La portée du projet vise à remplacer l interface graphique du système actuel en l adaptant au standard du Portail gouvernemental et y ajouter (ou simplifier) certaines des fonctionnalités. 3 Gestion simple des activités (tâches planifiées vs réalisés) Compatibilité Android et ios Lecture GPS (si l appareil le permet) Lecture de code barre (selon l appareil) Technologie Application web Outils modernes (ASP.NET - DevExpress ; JQuery/Javascript) Variante simplifié de la solution utilisée pour la consigne. Autres éléments Transfert de la connaissance de la programmation aux programmeurs résidents Formation des utilisateurs du système, incluant système d aide en ligne. Une copie du code source sera remise. Si le développement est requis sur les serveurs de Recyc-Québec, l option «programmeur sur place» doit être retenue. 5. PROPOSITION La mise en place de la nouvelle solution serait réalisée selon les paramètres suivants : Échéance Le projet sera découpé en 4 phases. Lors de la phase de conception et programmation, les divers modules seront livrés séparément afin de permettre une optimisation de l échéancier. Analyse & spécifications 5 jrs Conception et programmation 15 jrs CRM Tests et (incluant ADM phase pilote) OPS 5 jrs MOB Déploiement 5 jrs COMPOSANTES DÉTAILS LES COMPOSANTES IMPLIQUÉES CRM INFO SUR LE COMPTE CRM Le numéro de compte est généré automatiquement par le système dans le format suivant: PDA Numéro de compte Les 3 premières lettres du code postal de l'entreprise+mmyy (la date à laquelle le compte fut créé)+hhmm = Logiciel Comptable 11 caractères = xxx-xxxx-xxxx Logiciel de Gestion de Flottes account registration date must be generated by the system automatically Date d'enregistrement CRM Format:ddmmyy (date of account creation) avoir un calendrier duquel l'utilisateur peux selectionner la date/ compte devient innactif automatiquement lorsque la date de terminaison est atteinte. envoyer une alerte un jour ouvrable avant qui indique que la date CRM Date de Terminaison de terminaison est atteinte. De plus, si l'admin decide de garder le compte actif, le system doit notifier l'admin Logiciel de Gestion de Flottes de rentere un nouvelle date de terminaison. CRM PDA Nom de l'entreprise Logiciel Comptable Logiciel de Gestion de Flottes CRM Pouvoir entrer le code postal affin que le system génère la rue, ville et province automatiquement. Ensuite, il PDA Address de l'entreprise suffit que l`utilisateur présise le numéro de l'addresse Logiciel Comptable Logiciel de Gestion de Flottes CRM PDA Suite Logiciel Comptable Logiciel de Gestion de Flottes CRM Contact 1 contact principal PDA Logiciel Comptable Contact 2 CRM CRM Tel 1 Numero de tel avec case pour extension- lié au contact 1 PDA Logiciel Comptable Tel 2 Numero de tel avec case pour extension- lié au contact 2 CRM Address courriel CRM CRM Langue Parlée Sélectionner: Fr, Ang, Fr et Ang PDA Logiciel Comptable CRM Sélectionner:Visites Recurrentes ou Visites Ponctuelles PDA Type de compte Sélectionner:détaillant ou non detaillant Logiciel Comptable Logiciel de Gestion de Flottes CRM Sélectionner:Collecte(drop down menu-caisse de verre ou sac de contenants) ou livraison Type de tâche PDA Sélectionner:collecte et livraison Logiciel Comptable Début, Fin, nombre de visites, Frequence des visites (tout les mois, toutes les semaines, toutes les 2 semaines, CRM Calendrier de Recurrence toutes les 3 semaines, tout les deux mois,tout les 6 mois, dernier vendredi de tout les mois) Logiciel de Gestion de Flottes Pouvoir préciser quel jour de la semain le camionneur passera CRM Type d'entreprise Sélectionner:Depanneur, Restaurent,École, Bureau, Usine, Aréna,Mandas spéciaux, autre. Logiciel de Gestion de Flottes PDA L'utilisateur necessite un espace dans lequel il peux marquer des notes sur l accessibilité afin de permetre le CRM Accéssibilité camionneur de s'y rendre plus facilement. PDA Sélectionner: Montreal, Quebec,Longeuil, Anjou, Messager. CRM Type Zone Possibilité d'assigner les zone a un camionneur spécifique ou un compte spécifique à un camionneur Logiciel de Gestion de Flottes ***par ajout manuel sans que le compte soit modifié pe façon permanente. Pouvoir rentrer l'hystorique du client où les notes sont datées Le camionneur peux voir les 4 dernieres entrées sur CRM Historique le PDA PDA CRM Nom du Contact pour Pouvoir preciser le nom de la personne à qui le check devra être émis PDA Emission du check Logiciel Comptable 6 8 38