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- Completed an in-depth review of the business development function in a health industry business. Made recommendations to the President and his management team to:
- Define four distinct customer-facing roles in business development to the avoid the existing conflict and confusion
- Redefine sales processes to better support the company brand, its image, and its concept sale (vs. a product sale)
- Select and implement an interactive customer database to assist CRM
- Obtain certification under a quality certification as an important competitive differentiator
- Structure sales financial incentives to better support business unit goals, team (vs. individual) performance, and a focus on selling the corporate portfolio (rather than favourite product lines)
These recommendations have been agreed by the management team and have been implemented.
- Analysed in-store procedures which affect stock levels at a major
retailer. Conducted workshops for managers to develop, review and critique
stock control process maps. Helped the teams to develop action programmes
to reduce stock levels by well over £10 million.
- Redesigned operating systems for mid-size company servicing telecoms,
automotive, leisure and retail blue chip customers. Installed new selling
and project management processes to reduce costs, improve customer service
and eliminate barriers to future growth.
- A client with a broad capability of providing sales and marketing services to its customer base had acquired a company which offered two specialized services. In one of these service areas, the acquired company was very profitable. In the other area it was quite unprofitable, and, in fact, it compared quite unfavourably with two similar businesses: one a more recent acquisition and the other a long-standing service provided by the parent.
The client wanted to understand the reasons for the poor performance, and to develop a corrective action plan. An in-depth review of the ailing business revealed:
- Failure to identify and implement a viable strategy
- Poorly managed business processes: firefighting – without identifying the root causes of problems
- Pricing and sales activities which were suffering from ineffective practices
- Haphazard management of a major software development program
- Poor people management skills
Recommendations to correct these problems were presented to a new management team which had been selected. Rapid progress in addressing excessive costs, and in updating the price basis of customer contracts was made. On completion of a restructuring, as the effectiveness of the changes became apparent, the morale of the organization also improved.
- Reviewed the processes for managing patient records at an NHS mental
health trust, from creation to archiving. Recommended a package of actions
to assure that active records were made available more quickly, and
reliably, and to reduce the cost of archived records.
- For a company which serves the pharmaceutical industry, Bill conducted a series of workshops to:
- Install key account management
- Define and implement a uniform, best-practice business development process
Prior to Bill's intervention, a number of separate business units within the customer's organization had been calling on the same customers selling different products and services in an ad hoc manner.
Now, there is an agreed business development process to which all business units conform. The process greatly facilitates solution selling, focuses on customer strategic needs, and builds long-term relationships with the customer while ensuring that each business unit's potential with the customer is realized.
- Conducted logistics review of £60m turnover laboratory company
with 8 European sites.Introduced new order processing and stock systems
to reduce stock by £2m, improve customer service dramatically,
and add £300k pa to profit.
- Documented and analysed the processes used by this manufacturer of
electrical products to enter, manufacture, ship and bill customer orders.
Recommended improvements to reduce lead times, and better control WIP.
- Evaluated a district hospital’s process for the management
of in-patient waiting lists. Recommended a set of changes to reduce
waiting times, and presented these recommendations to admin and medical
staff.
- For a major retailer, achieved savings of over £600k pa including:
- Redesigned price changing process for 2,500 products in 110 stores
to reduce costs by £450k pa
- New customer cash and loan processing systems to save labour costs,
reduce fraud, improve cash flow and interest earnings.
- With colleagues from the Richmond Group, designed and delivered process
management workshops for the store managers at a major retailer. Developed
and provided materials documenting best practice. The workshops have
reduced the shrinkage in targeted stores, refocused management on planning,
delegation, and follow-up, and are resulting in improved management
control audit scores.
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