Focus on Growth!

A  MEDICAL RESEARCH COMPANY, spun off from a Welsh University, had developed a revolutionary but simple product to help in the fight against insect borne diseases.  They had a very valuable share of the African market, but were unable to make progress in Latin America.

The potential market was so vast that we thought it would be better to concentrate on two countries initially.  We chose the two most populous countries:  Brazil and Mexico.  Working in the medium of Spanish and Portuguese, we were able to identify that the health care systems in both these countries were decentralised within the federal systems.  Decisions, moreover, were taken at three levels: technical, administrative and political.  Using our linguistic skills, we were able to identify the key players at all levels, together with their contact details.

All sales and technical literature were translated into Spanish and Portuguese.  Initial contacts were to be made with the technical and academic staff we had identified at the appropriate health services.  Once approval was obtained, on the technical side, admin personnel and their political masters were to be contacted and in that order.  The company would call on the services of the British Embassy commercial posts to make the political contacts.

The company won the Queen's Award for Export and we were asked to repeat the exercise in South East Asia.

AN ELECTRICAL SYSTEMS COMPANY had 10 employees, 2 owner/directors, and had been operating for 17 years.  The company relied heavily on one owner and his commitment to the business.   Turnover had been at a similar level for several years with a downward trend.

Analysis showed that staff were not motivated to move the company forward or to develop themselves.  New customers were being recruited but many were not aware of the full range of products and services available.  There was no strategic plan for everyone to follow, and no marketing or sales plan.  The key MDO wanted others to take more responsibility but could not let go of the control.

It was decided to develop a strategic plan together with a marketing and sales plan; to use Executive Coaching for the MD re the future and ability to delegate and to consider other staff members for possibly new roles and use coaching to establish potential and level of interest.

Over two years, turnover increased by over 50%.  The business grew not only with existing customers buying additional products and services but also with new products and services being identified and sold.  Productivity increased by 25%.