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SUBMIT YOUR IDEA HERE

Ever thought “There has to be a better way to do this”? 

In last year’s staff survey, many of you raised that you wanted a platform to provide feedback, share ideas and enact change. We heard you and are proud to present this program to offer the opportunity to everyone in the company to do just that! 

Now is your chance to make a difference and win one of three $500 prizes!!

 

Hutcheon & Pearce’s new Innovation Incentive offers a $500 cash prize for the winning idea in each of the following categories:

Biggest Cost Saver

Biggest Time Saver

Biggest Efficiency Generator

Entries close 5pm, Friday 7th June. 

Winners announced at AEM.

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VIEW THE SAMPLE SUBMISSION

Innovation Participation Requirements:

The innovation must centre around a process change rather than a specific purchase and must be realistically achievable.

Anyone is welcome to voluntarily participate but we do ask that you inform your line manager of your intention to submit.

You may do a joint submission – if you and your colleague have developed an idea together, you can both get credit!​

​Submissions will be an ongoing process, there is no end date for submissions. ​

There will be annual awards at the All Employee Meeting (AEM)​.

Deadline for submissions into a particular year’s awards will be 4 weeks prior to the AEM. Any submissions after that date will be entered into the following year’s award pool.

SUBMIT YOUR IDEA HERE

Submission Example

Click on the ‘+’ to view the answer

Amelia Dixon

SRO

Sales staff aren’t receiving the latest product information.​

John Deere are too slow providing the information to the Integrated Solutions team. 

Sales staff across the company and customers.

Every time there is a new software release or product release.

Sales staff feel embarrassed when the customer asks about something that they were unaware of. Customer goes to another dealer who has more technical product knowledge. Lost sale revenue. Customer unlikely to return for future purchases. Reputational risk if the customer tells others that we don’t know our own products. 

Liaise with John Deere to ensure that the Integrated Solutions team receives the information in advance of a launch so that they can in turn train the sales team members as needed and ensure that staff engaging with customers are well prepared for questions with the technical knowledge. 

Better customer experience, better reputation of the business and increased sales volumes.

John Deere may have directives from their board of directors on when to release new product/software information so it might take some time for them to be able to adjust that schedule as they’ll need board approval. Integrated solutions team still need capacity to review and assess the product/software information to be able to train other sales employees and with more product/software releases, team capacity is limited, especially for quick turnaround work. Competitors may have realised that we lack technical knowledge and take advantage by really focusing their sales techniques on technical specifications of their machines with existing H&P customers. 

Ensure that we prepare well for the conversation with John Deere, so they have all information needed to approach their board with the request. Schedule workload of the integrated solutions team to prevent overload and burn out. Reach out to customer base in the meantime to proactively maintain great relationships with them. 

Should not cost H&P anything. 

We’re limited by John Deere’s availability for a board decision, but we anticipate that we can have the new process in place within a few months. Therefore, the project timeline is between February 2024 – April 2024.

Approval to move ahead with outreach to John Deere. Initial conversation to provide feedback to John Deere on the process not working for us and to request a change in process. John Deere to approach their board for approval in changing the launch date of information. Second conversation with John Deere to discuss the approved changes. New process launched. 

We will ensure that we create a process map to share with John Deere and H&P employees to ensure that we have documented accountability for the delivery of the information and how that information should be disseminated across the entire sales team. 

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