Fuel and Lubrication Industry

The backstory

Family owned business dealing with rapid growth which required stabilisation and the implementation of more sophisticated systems, processes and procedures. There were no policies and procedures in place and a new system was implemented with the transfer of data not reconciled. The system was not used to its full potential either, as old processes were still being used. The company’s ambition was to achieve accelerated growth for product related work, particularly OEM equipment and services. They had identified some opportunities for growth but did not have the on-ground support to execute change, monitor progress and train internal staff. Client privacy is important to us therefore full information and actual results have not been disclosed.


The challenge


Our Solution

Formal assessment of entire company

A formal assessment on the entire business was conducted to identify areas of risk, opportunities and improvement.
We interviewed all personnel, held workshops and on the ground reviews to see the business for what it was.
We collaborated with employees to share risks exposure, inefficiencies identified and formulated solutions to address them. Employees were steered towards best practice solutions making them feel part of the solution and holding greater acceptance and ownership for changes required. Training was also held to fast track adaption for change.

Created clear mission, vision, values, to grow the business

Created clear mission, vision, values, with strategies to grow the business in a workshop forum with the Head Office team. This was monitored monthly and realigned every 6 months as required.
Clarifying the company’s core competencies and determining which services / products would be financially beneficial to pursue more strategically.

Created detailed sales budgets

Created detailed sales budgets per customer, per state, per product / service. Full analysis was performed on history with forecasting predictions. This was monitored monthly and action was taken to improve numbers or reward the team. Data and insights were reported for supporting evidence for Management to highlight financial impact if changes were not made. Some examples included creating a minimum order value for customer orders, creating strategies for stock obsolescence to reduce slow moving stock.

Established Key Performance Indicators

Established Key Performance Indicators for key processes with clear deliverables – keeping them simple for recording purposes, reporting and monitoring. Created dashboard reporting that highlighted financial and non-financial data in summary and detailed format and discussed in monthly management meetings. Identified quality business opportunities that served the company’s vision and goals. Improved sales quotations, follow up procedures and closing deals – resulting in higher sales conversion ratios and the achievement of sales budgets.

Improved stock control

Improved stock control through stock policies and procedures, creating an automated warranty claim system and assessment process.
Warranty procedure allowed for stricter warranty assessment – and more rejected claims. Monitoring of warranty claims assisted with obtaining credit notes or cash back from suppliers. The warranty claims process was also automated delegating the task to the customer rather than the Administrator.

Leadership training

Managers received leadership training to gain an understanding of their leadership style, and were given methods and tools to improve overall employee performance wellbeing and productivity.







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