Case studies
Responsibility in action
Three projects from restructuring, turnaround and international sales realignment – each with the starting position, our approach and the results for the client.
Case study 01
Turnaround of a wholesaler in the construction supply sector
Interim takeover of operational management
Challenge
Falling margins, rising costs, inefficient and in part inadequate processes as well as insufficient leadership.
Approach
Cost reduction
Streamlining of the organisation
Expansion of the product portfolio in the services segment
Controlling established to increase transparency and steering capability
10 %
Cost reduction
+25 %
Service-related revenue
Data-relevant processes optimised with AI.
Case study 02
Realignment of sales and marketing in international mechanical engineering
Customers and dealers reactivated, new partners won
Challenge
Stagnating order intake, untapped market potential, weak dealer structures and a lack of alignment between management, sales, service and aftersales.
Approach
Sales strategy and market priorities redefined
Management, sales, service and aftersales fully aligned
Sales organisation restructured and processes digitalised
Results steering and performance system introduced
+150 %
Revenue growth in the strategic business area
Worldwide
New customers and dealers in Asia, Europe, the USA and South America
Highest order intake in the company's history.
Case study 03
Restructuring, turnaround and sale of a group of companies
Managing Director (commercial, technical, organisational) – holding company and two production sites in Germany and the Czech Republic
Challenge
Substantial financial legacy burdens called for a restructuring – supported by the majority shareholder. Both strict cost reduction and expansive revenue growth were required in order to restore customer confidence and re-engage the workforce.
Approach
Sales strategy and sales organisation realigned
Financial steering established and liquidity made transparent
Entire organisation restructured and processes digitalised
Results steering and performance system introduced
Integrated corporate planning and steering established
+20 %
Revenue growth
Restored
Customer confidence and a re-engaged workforce
In-house financial accounting with monthly closings established internally for the first time, including controlling. Product and manufacturing strategy sharpened, Lean@Supplier delivering measurable quality and cost improvements in production.
What these projects have in common
Every figure here stands for a decision made on the ground.
Not a strategy from the meeting room, but changes that had to prove themselves shift after shift.