The Situation

A company providing design and installation of kitchens to the commercial catering industry based in North West had subsidiaries that offered Field Service and Manufacturing.

The Field Service subsidiary was not growing in line with the other group companies and the group Chairman invited Marcus to produce a report.

The Solution

Following an intense ‘root-and-branch’ review of the Service subsidiary, involving the Managing Director, a Strategic Marketing Plan was presented to the board and shareholders. The review included an analysis of the structure, systems, strategic objectives supported by a review of process, personnel and operation (i.e. quality of service).

The board agreed to implement the change in stages based on their immediate priorities. Therefore, a Change Project plan was developed to deliver the initial goals within 90 days; followed by a review and implementation of Phase 2.

The initial phase of the change project was based on revenue growth and structure.

The Results

Marcus introduced efficiency improvements in the Call Handling process to improve customer feedback and satisfaction. In addition sales processes such as an integrated CRM, improved marketing from the website and pipeline monitoring were introduced into the team that sold kitchen equipment and catering supplies.

In parallel, Marcus initiated recruitment for an Operations Director and field service engineers. Marcus also acted as a Mentor to the Managing Director to assist him to refocus on Customer Engagement and client retention.

After the initial phase to alter the structure and style as part of the Strategic Plan, an Operations Manager was recruited and the Managing Director decided to implement the additional restructuring himself. This was completed successfully and the operational aspect of the plan is being implemented and Marcus is now providing support to procure and plan for a new Field Service Management System.

  • Please Share