Manufacturer of fluid carrying & structural steel tubular products, interior trim and contract sub-assembly for the automotive sector. Turnover £38m, Headcount 140

Business Situation

The business had grown successfully but was heavily reliant on one manufacturing sector and had a broad range of product groups forcing them to compete on multiple fronts against larger more capable competitors. The business was operationally strong with a very cohesive and capable senior leadership team, underpinned by shared cultural values.

Advisory appointment

A strategic review of the business was undertaken to understand the company’s key capabilities, products manufactured, markets served and competitive positioning. Working together with the Executive leadership team customers, competitors, suppliers, industry dynamics and macro factors likely to impact the business over the short to medium term were fully analysed. Future growth opportunities were explored, prioritised and selected. A focussed product and market strategy was developed with clear competitive positioning. A new vision, mission and strategic business plan was developed consisting of five key strategic pillars, or focus areas, which helped drive organisational clarity and focus. The strategic plan was implemented by cascading objectives, metrics, targets, and accountabilities, across the entire company. This improved organisational alignment, and performance measurement and management of departments, teams and individuals. Three businesses were acquired in line with the new strategy to further strengthen competitive positioning, achieve an international footprint, and enable diversification into new industry sectors. The marketing and business development team was bolstered and given renewed focus to drive sales growth in line with the new strategy.