Case Study 1

Company - UK’s Largest Multi-Disciplined Engineering Company

 Issue –With the Recession of 2008 and the downsizing of Construction, opportunities for this organisation were dwindling. With two offices in Scotland already closed, the corporation was suffering from low morale, a short sales pipeline and survivor syndrome.

 Our Task – Work with Civil and Structural Division of Scotland. Increase Productivity and sales. We were targeted to achieve 90% productivity.

 Result – Team Productivity (Billable Hrs) Rose from 82.3% to 96.2% over 12 months. Sales Pipeline forecast was greater than 1 year of billable work. In contrast, the other 3 divisions in Scotland were operating with less than 3 months of work within their pipeline, with productivity in the 70-low 80’s.

 How – Those familiar with change management will understand, change follows a predictable path. This is best illustrated by the following diagram:

 

By reviewing the value proposition of the company in Scotland and the current organisational structure, we developed a bespoke program focusing 4 key areas:

  • Internal Communication
  • Leadership Style
  • Sales Strategy & Management
  • Delegation and Empowerment of core and non core areas of the business.

 The impact of our program is visible in the graph below:

 

Case Study 2

Company – Scotland’s largest Conservation Charity

 Issue –Having been established since 1931, the charity has grown to operate a large number of properties protecting Scotland’s heritage. As an independent charity, its revenue is generated through enterprise and donations. It was this enterprise that had suffered due to the recession. The recession highlighted that current strategy and approach to raising revenue from their key locations was failing with revenue and profits dropping.

 Our Task – Work with their key property in Glasgow to maximise return in the footfall traffic within the functions department.

 Result – Over a 12 month project, Sales Conversion increase of 189%. Average Sale Value increase of 69% during the same period. Both results achieved without altering marketing spend. In addition with training around negotiating, we reduced procurement of goods and services by 15-40%

 How – By reviewing the value proposition of the property and assessing modern customer needs we established that poor sales were the result of an outdated level of service, poor sales management and poor sales technique. Creating a bespoke solution to remain inline with the conservation heritage, our program focused on four key areas:

  • Operational Service Delivery
  • Sales Management
  • Developing a Consistent Sales Process and Technique
  • Improved procurement from suppliers.

 The net result, business almost tripled in volume with margins of profit higher than ever before. All of these results were achieved during the recession.