Case Study
Generating strategic business development benefits in the private sector.
Client: Social Care Sector
Business Development Advice: March 2003 - 2009
This private limited company was established in 1998 with four employees and a turnover in the first year of c. £200,000. Linda began working with the business in 2003 when the company had 10 employees and 40 sub contractors with a turnover of around £1.5 million. The company now employs 15 employees with around 60 contractors and has a turnover of around £3 million. The key areas of business support supplied by Linda include:
Business Development and Planning
Linda consistently applied her knowledge and experience of strategic thinking by using rigorous business and organisational tools which helped the Managing Director understand and develop his understanding of the long-term vision and why change was necessary. The key drivers for him were his personal and business visions. The outcome of this approach has contributed to a business that has grown by significantly increasing sales turnover, made changes to and developed the organisational structure to support the business plan objectives and long term business growth plans.
Human Resource Management
Organisational development - Linda advised on creating an organisational structure that would support the growth of the business. A more formal reporting structure was put in place and all staff and managers where given up to date job descriptions and specifications. All employment contracts were updated and a staff handbook introduced to help the Director keep ahead of all changes. This function was devolved to an external specialist law firm. Linda's role then focused on the long term strategic HR needs of the business.
Succession Planning - Linda advised on introducing a new layer of management to help the MD focus on long term growth. A new Operations Manager role was created directly reporting to the MD. As part of this process of change Linda ran a change management seminar for all employees.
Measurable Performance Indicators of growth and development of the business:
- Increase in sales turnover by 36% from 2003 - 2005.
- Stable sales turnover of around £3,000,000 from 2006 - 2008.
- Stable net profit and gross profit margins in line with business plan targets.
- Clear management structure and performance measurement of all staff and managers linked to the performance of the business as outlined in the business plan.
