1. TAYLOR NELSON SOFRES COMPANY ANALYSIS Richard M. Saflianto Cesar Hasibuan

2. COMPANY PROFILE...with 25 years experiences TNS offers comprehensive industry knowledge within the Consumer, Technology, Finance, Automotive and Political & Social sectors, supported by a unique product offering that stretches across the entire range of marketing and business issues, specializing in product development & innovation, brand & communication, stakeholder management, retail & shopper, and qualitative research. Delivering best-in-class service across more than 70 countries, TNS is part of Kantar, the world’s largest research, insight and consultancy network

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5. STANDARD OPERATING PROCEDURES

6. Standard Operational Procedure When execute a report to client in each project, a Researcher will discuss with The Line Manager regarding the content of the report. If there is a problem in a project, sometimes Director or even Managing Director will be involved rirectly to overcome the problem Multi-level checking system is one way to minimize the possiblity of typo error or fake interviews. This checking system is already given proof to be very useful, this system require each level of to do re-checking for the data collector or interviewers for validity. Every year, employee can be transferred to different team as part of job rotation scheme set by the company. This is being done because the company is organic, everyone is able to communicate to everyone else and gain learning and experience from the other. But there is still cohesive between the employee because there is less competition among the teams, but eventually they know each other and open to help each other.

7. TNS classified as ORGANIC 1.Communication is horizontal: Task are adjusted and redefined through employee teamwork. Less hierarchy of authority and control. 2.Most decision are decentralized. Decision usually made by employees directly, except for strategic decision. 3.Knowledge and control of tasks are located anywhere in the organization. Every employee can ask to anybody, even not to the direct superior/direct boss.

8. ADAPTABILITY CULTURE 1.Strategic focus on external environment: Flexibility to suit with the need of the environment. Quickly react to environmental changes. 2.Not bureaucratic. No particular symbols, heroes, or formal ceremonies. Strong cohesiveness between the employee so everyone which has problem can directly ask for help or direction from superior officer or even to the director itself

9. Staff Data in Indonesia ( % )

10. Employees Training As a consultant, TNS have been implied a proper training program regularly to cope with the rapid changes in this global and competitive market. Internal Training: Every 2 weeks, internal training is conducted. The speaker is someone from the researchers in the field, share their experience and their knowledge to others usually to their subordinate. Every 2 months, there is separated internal training and the speaker is an expert from outside of the company. External training: Twice a year, researchers will be sent abroad to Malaysia/Thailand to enroll for a global training held by TNS Asia Pacific. Other department only have limited opportunity to be sent abroad.= This training considered suitable to the needs of the company because in research company the most important thing is the knowledge of the researcher, and it must be provided with the latest information about technology and changes in business and market. For other employees such as finance and GA TNS hire professional in this division and no need to get training. All of the training are for researchers only.

11. Problem Identification & Suggestion “No Incentives” for staff that successfully bring in clients for company or in other way company utilizes staff to look for potential client for company but gives no incentive if successful bidding accrues. Example: if a technical advisor success to get a big company let say Honda, and then this staff didn’t get anything such ass incentive or promotion or bonuss or whatever that regard his or her achievement choose to move to other company, sometimes the client ‘big company Honda’ also employ that new company, rather than stay with TNS. Suggestion : The company needs to change their policy into “incentives policy” or make targets and bonus program or any other compensation program that can attract employee to stay in the company and reach more potential client

12. The climate in TNS quite strong due to the rotation system applied. According to our point of view this is not a suitable climate to consultant cmpany, there should be more competitive climate among staff, in order to achieve maximum productivity from each staff. Suggestion : The ways of changing it, we have to divide each teams with each target pressure, and the rewards is higher income or higher incentive or other compensation or rewards program that can make higher level competitiveness between teams in the company. Conclusion : TNS is one of largest research company, with clear standar operation procedure in operating business but still has a typical organic organization and adaptability culture. TNS knows the main factor to stay in the business is by improving the knowledge and information about the latest busniess and technology to cope with the market demand, and TNS accommodate this with good training policy for the researcher. But the problem that may occur in TNS for next few years is no incentive or compensation program for those who succeed, and also lack of competitiveness between the employee in work. This two problem can easily create problem for TNS so in order to avoid it we suggest that TNS should start to apply incentive policy and give each team target and rewards