Balanced transition and relaunch of the business unit
Situation and problem
The company: a business unit incorporated into a foreign branch of a well-known Italian industrial group that had been in the market for many years. The traditional business of ‘gearmotors’ was profitable but with stagnating turnover, lack of innovation, and process performance that could be improved. All in a context of strong competition between national market leaders and emerging Italian competitors. The Business Unit was not currently manned by a Sales Director after the unexpected departure of a Managing Director. A temporary replacement was needed for 8-12 months.
Challenge and Actions
To establish the relaunch plan and implement the basic items of an action plan: search for and induction of a Sales Director, redefinition of marketing processes in cooperation with the sales team, preparation of e-commerce for spare parts, smooth access to digital services, connecting the assembly department to a more structured custom/standard offer system, establishment of an in-house office capable of selling as well as responding. In cooperation with the operation manager, improvements were made to productivity, lead time, quality of solutions and reactive and proactive maintenance capabilities.
Results
Handed over to the new Sales Director responsible for the Germany/Switzerland/Austria markets a more efficient structure and processes with increasing turnover/margin numbers and profitability. Realigned HQ with branch-specific requirements and needs.