Business Explained was asked by a small electrical contractor to help them expand.
We looked at some of their regular customers and quickly discovered they were perceived as a small works contractor by their most important clients, who thought they would not be able to resource larger contracts.
We started to look at the company image and understood the reasons why.
Working within a small budget we produce a logo for the company, recommended vehicles should be sign-written and their fleet should be all the same colour, this approach carried through to letterheads and other stationery.
We also held various training session with employees and provided uniforms for office staff and workwear for operatives.
The company had changed its image overnight! They were now a sleek professional organisation.
We launched the new company image, and the MD personally visited its main customers with a brief written for him.
All the employees where enthusiastic about the improvements, the three staff personnel were given job titles: 'Dot from Accounts' became 'Accounts Manager' and 'run around George' became 'Small Works Manager'.
Employee relationship rocketed, teamwork was a byword within the company. They took ownership of their role.
The response was almost immediate within 12 months sales had grown by 60%. The consultancy budget of just £2000 was met.
A multi-disciplined, domestic repairs national organisation- based in Birmingham - asked us to look at their services and recommend improvements to increase sales.
Looking at the existing client base and the company operational model. We noted the same operatives were used regularly for the same clients. Using the client/employee relationship we focused on improving this relationship to drive sales.
Our recommendations included training sessions for the operatives in customer care and client relations including how to be personable and trustworthy.
It’s all about first impressions.
Attention to detail included commissioning a theatrical performance which featured simple details such as the individual expressively wiping his feet before entering the customer's home.
The result was a team of mini-marketeers. The result amazed our customer.
They took ownership of their individual customers and approached work almost like their own business unit, also taking responsibility for any other operatives working on their patch.
Employee Ownership included organising their own work schedules and material supplies - input from the main office was minimum (except of course for invoicing!)
The company used this model successfully on winning new contracts from future competitive tendering, partly by becoming more competitive and partly by the reduced project management costs attributed to the new working model.
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