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Ind=
us
Business Development – Client Case Study Summary
=
Ind=
ustry:
Manufacturing
Indus Business Development recently helped =
an
industrial engineering and manufacturing company improve business profitabi=
lity
and effectiveness.
After analyzing the client’s business
financial performance, an in-dept business due diligence analysis highlight=
ed
the following areas of concern:
1.<=
span
style=3D'font:7.0pt "Times New Roman"'> =
Increases in turn=
over,
but a decrease in gross profit margins;
=
2.<=
span
style=3D'font:7.0pt "Times New Roman"'> =
Lack of effective
internal management structures;
3.<=
span
style=3D'font:7.0pt "Times New Roman"'> =
Lack of staff dis=
cipline;
4.<=
span
style=3D'font:7.0pt "Times New Roman"'> =
Lack of adequate
project management processes and feedback mechanisms;
5.<=
span
style=3D'font:7.0pt "Times New Roman"'> =
An increase in
operating costs;
6.<=
span
style=3D'font:7.0pt "Times New Roman"'> =
Increases in labour and staff costs;
7.<=
span
style=3D'font:7.0pt "Times New Roman"'> =
Increases in inte=
rest
payments and financing costs;
8.<=
span
style=3D'font:7.0pt "Times New Roman"'> =
A decrease in bus=
iness
liquidity;
9.<=
span
style=3D'font:7.0pt "Times New Roman"'> =
The business prov=
ided
poor protection for creditors and was finding it increasingly difficult to
service supply creditors;
10.=
The business was
finding it more difficult to collect money owned by debtors;
11.=
Asset management =
and
asset utilization was poor and decreasing;
12.=
The business was
increasingly more at risk of experiencing financial distress and potential
bankruptcy;
13.=
Marketing effecti=
veness
has decreased;
14.=
Staff morale was =
low
and management was overwhelmed with the then current economic environment;<=
o:p>
15.=
Staff was unclear=
of
their roles and responsibilities; and
16.=
Cash flow was err=
atic
and slowing down.
After our initial evaluation we conducted a
strategic review and scenario planning session with top management to reali=
gn
the business focus and to formulate an action plan to improve business
performance.
The
following interventions were employed:
- Realigning
business focus and establish management buy-in in proposed plan;<=
/o:p>
=
- Developing
and implementing project management processes, procedures and feedback
mechanisms;
- Structure
constructive feedback sessions and management meetings;
- Define
job specifications, roles and responsibilities company wide;
- Develop
HR processes and disciplinary processes and procedures;
- Re-evaluate
business organizational structure and reassign employees to the strate=
gic
benefit of business;
- Develop
inter departmental cooperation and interaction;
- Re-align
financial department to play a more active role in strategic and
operational decision making;
- Improve
assets management and resource allocation;
- Project
management processes resulted in more accurate and more regular invoic=
ing.
This in turn resulted in improved cash flow and better cost management=
.
The
interventions mentioned above resulted in the following improvements after 6
months involvement:
- Decreases
in operational expenses (operating expenses as percentage of sales
decreased from 63.4% to 34.2%);
=
- Increase
in invoice effectiveness and regularity;
=
- Improved
cash flow, better debt collection and faster payment of creditors;
=
- Improved
staff morale and better understanding of role within the bigger
organization;
=
- Better
cost control and better management of resources;
=
- Identification
of critical job positions and the development of secession planning,
skills retention and reward systems;
=
- Business
profitability increased from a loss of R2.5 million to a profit of R1.8
million (net profit margin improved from -5.7% to 3.0%);
=
- The
time it takes to collect money from debtors has decreased from an aver=
age
of 24 days to 15 days;
=
- The
time taken to pay supplier accounts has improved from 39 days to 18 da=
ys;
=
- The
probability of experiencing financial distress or bankruptcy has
decreased;
=
- Sales
per employee increased from R259, 566 to R456, 491;<=
/li>
=
- Return
on owner’s equity has improved from -47% to 27%; and<=
/span>
=
- Sales
to salaries have increased from R2.82 in sales for every R1 spent on
salary to R6.08 in sales for every R1 spent on salary.
Overall, Indus Business Development’s
involvement over a 6 month period with our client (in the struggling
manufacturing sector) has contributed to its improvement.
Although our client company could not contr=
ol
the prescriptive nature of its clients and decreases in GP margins, strateg=
ic
alignment of the business, the development of internal processes, procedures
and improved management practices have contributed to turning a loss making
business into a profitable one.
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