Dynamic Load Monitoring (DLM) of Nursling are a highly innovative and entrepreneurial company. At the sharp end of creating solutions in load monitoring in marine and subsea applications, DLM engaged Ian Thomas of the Southern Group Business Advisors.

Originally engaged to look at strategy and provide some direction to the overall growth plan, both UK and Export, Ian worked with the team to identify key drivers, measurables and milestones. During the assignment, DLM were given the opportunity to purchase the building next door, allowing expansion without the need to relocate their current facility, a building that would stunt their growth plans.

The plan to buy the next building and invest in new capital equipment, whilst increasing staff by 50% was part of the strategy.

“It became apparent to us that Ian was well connected and seemed to know about every bit of Government assistance applied to small growing businesses” said Jeff Halford, Director.

Ian was tasked with looking at funds from the Local Enterprise Partnership (LEP). “We had never heard of an LEP until Ian enlightened us” added Martin Halford, Managing Director. “Ian told us of ‘Bridging the Gap’ funding that seemed on face value ideal for our project. Of course we did not have the time to look at this, so we tasked Ian with looking at this, given his prowess in writing business plans, and raising bids”.

“Needless to say the project was a success, and we secured a £75,000 grant after 3 months preparation thanks to Ian’s efforts” Martin added. The funds were guaranteed by HM Government’s Regional Growth Fund.

Outcomes for DLM are that the project can go ahead without the worry of over stretching the finances to the point of vulnerability. It also is the spur to create the jobs needed to meet the exciting plans at DLM.

Products and issues: Small company was heavily dependent on referred accident work from insurance companies who consistently required lower and lower rates per hour whilst at the same time wanting higher levels of service for their customers. Margins were decreasing and only solution was more volume at lower prices.

 Background: Individual had been in the business for many years, running a small company was highly experienced and provided quality workmanship but it was not a large company so volume throughput was limited, being driven down year after year on prices.

Problem:  To develop new business away from the Insurance companies and to raise the hourly rate so as to become profitable.

Solution: We were called in to help create a new marketing drive for the company to move away from the Insurance companies and develop business at higher margin.

• Redid the web site, updating it and positioning it as a friendly supportive face at a difficult time. Clearly explaining the services and support the company gave those who were in the unfortunate situation of a damaged vehicle.
• Created a campaign with leaflets in the local press to let people know that the company could offer individuals the same level of care as an Insurance company such as Courtesy car, claims handling etc.
• Created a Google Adwords campaign to develop business in the Classic Car market place at nearly double the labour rate offered by Insurance companies
• Went from volume work to detailed bespoke quality work done for individuals.
• Launched a campaign to ensure ALL previous customers who had used the company stayed loyal & brought their families vehicles back to be repaired.

Results: Company in 2013 made a significant profit and each month more and more people bring their cars and their families cars back to be repaired. In addition each month sees, Aston Martins, Ferraris and other Classic cars being renovated & refurbished. 2014 has had a good start with a busy forward order book of classic car rebuilds.

Products and issues: Small company was heavily dependent on referred accident work from insurance companies who consistently required lower and lower rates per hour whilst at the same time wanting higher levels of service for their customers. Margins were decreasing and only solution was more volume at lower prices.

 Background: Individual had been in the business for many years, running a small company was highly experienced and provided quality workmanship but it was not a large company so volume throughput was limited, being driven down year after year on prices.

Problem:  To develop new business away from the Insurance companies and to raise the hourly rate so as to become profitable.

Solution: We were called in to help create a new marketing drive for the company to move away from the Insurance companies and develop business at higher margin.

• Redid the web site, updating it and positioning it as a friendly supportive face at a difficult time. Clearly explaining the services and support the company gave those who were in the unfortunate situation of a damaged vehicle.
• Created a campaign with leaflets in the local press to let people know that the company could offer individuals the same level of care as an Insurance company such as Courtesy car, claims handling etc.
• Created a Google Adwords campaign to develop business in the Classic Car market place at nearly double the labour rate offered by Insurance companies
• Went from volume work to detailed bespoke quality work done for individuals.
• Launched a campaign to ensure ALL previous customers who had used the company stayed loyal & brought their families vehicles back to be repaired.

Results: Company in 2013 made a significant profit and each month more and more people bring their cars and their families cars back to be repaired. In addition each month sees, Aston Martins, Ferraris and other Classic cars being renovated & refurbished. 2014 has had a good start with a busy forward order book of classic car rebuilds.

Background

AMEND is a UK based charity that provides support to patients and their families suffering from rare genetic endocrine cancers. It was started about 10 years ago by a mother and daughter who both suffered from these conditions.In the 10 years the charity has developed substantially and now supports over 400 patients in 21 countries including USA, Europe and Australasia. They also represent the membership at a range of specialist medical conferences both at home and overseas. The charity produces ground breaking and well received documentation that is now used by the medical profession and patients alike. All this has been driven by a select band of dedicated volunteers.

Issues

The charity has expanded very quickly over the last few years and then in 2012 it received substantial funding from the Lottery Commission for its innovative project ‘Superhero.’ This project is designed to produce material to help children and young people understand and manage their condition. Again the ground breaking approach has attracted a great deal of interest from the medical profession.

The board of Trustees decided that it was appropriate at this point to devise a strategy for the next five years. The charity needed to address expansion and fundraising issues  as well as governance.

Solution

AMEND called in a member of SGBA, Geofrey Steward, to act as facilitator for a strategy day. Patient members, volunteers and some trustees as well as the CEO attended the day which successfully resulted in a robust strategy being devised and subsequently approved by the whole Board

Products and issues: The company is one of the UK’s leading financial protection insurers; they sell Income Protection, Critical Illness cover and Life Insurance. They employ around 1000 people in administration and sales offices around the country. In 2010 new sales were up by over 20%.

Background: Successful and well respected by customers and the industry. Growing the business in 2011 and onwards required even more focus in a challenging economic climate.

Problem: Employees struggling to cope with increasing demands and workloads. Everyone was very busy and working hard but it was identified by the internal Learning and Development (L and D) team that some teams and key personnel found it difficult to keep all the ‘plates spinning’ and, if appropriate, which ones could be dropped.

Solution: Following discussions with the L and D team and a number of business managers, we designed and delivered half day workshops focused on key principles – clarity of goals and applying on a daily basis, prioritising and planning. This was supported by individual follow-up sessions in the workplace to ensure the principles were applied effectively to their role. The follow-up session was also used to help them use Outlook (organisational tool used by the whole organisation) more effectively in their day-to-day work. This programme was delivered to key teams – Sales, Marketing and Customer Services – and open workshops for individuals from different parts of the organisation.

Results: Programme is ongoing, but results and feedback so far indicate a 15-20% increase in productivity. Additional benefits are teams working in a consistent manner, feeling more ‘in control’ and generally less pressurised employees.

This programme was developed for a corporate organisation but the principles and personal coaching are relevant for all sizes of organisation and employees.

Products and Issues: This company was a start up company specialising in a range of web based solutions including e-commerce for their clients. Their client base was a wide range of small and large organisations.

Background: The company is owned by two partners who met at college and started out building websites. The company’s USP was design in that they were designers first and developers second. This way they were able to provide high quality cost effective designs that provided the client a solution to their needs. However they had not been in business before and needed help and guidance to develop the business.

Solution: Over a number of years all aspects of the business were investigated and plans drawn up to help the business grow. Systems and processes we put in place to put the business on a professional footing and to ensure that development of solutions for customers was consistent and repeatable. Issues with cash flow were managed and KPIs and management accounts were instigated to provide the owners with tools to manage the business.

The Consultant is still working with the client and their turnover has trebled during this time.

Products and issues: Company developed range of instrumentation products that automated the processing marking and tracking of haematology (and other ologies) samples/slides throughout the laboratory process. These were world beating products and they were sold to other suppliers as branded products and well as own brand.

Background: Family run company – second generation running the company. Profitable and growing fast overseas but static or declining in UK against a growth market background.

Problem: To boost UK sales the company employed three sales people. However they had no experience or background in managing a sales team. There were no targets and reporting was by way of a lengthy written report that was barely read and took the best part of 2 days per month to collate and write for each sales person. There was no CRM system and most of the contact details were originally in a manual system but were in the process of migrating to a contact management system. Over the previous 2 years sales were either static or in decline.

Solution: We were called in to help set up the sales team and manage their performance on an ongoing basis. Initially a simple sales audit was carried out to determine size of issues, analyse what efforts sales people were making, where they were going and were they being effective.

Having analysed the data we set up territories for each sales person and allocated customers to each sales person to manage exclusively. We then set targets and monitored and fed back the information on actual performance each month. A new self funding commission scheme was devised and implemented in lieu of a pay rise in the first year.

Monthly sales meetings were held which were a review of performance for the month, proposed activities for the following month were discussed and both product and sales training given.

Results: All sales staff earned more in the following year than they would have otherwise. (Increase was self funded by paying commission on over target sales)

Sales year on year grew by 21% and indicators were that this growth would have continued in the following year. There was also a commensurate growth in profits.
Family sold company to major multinational halfway through the next year.

Bob Francis
SGBA