Manufacturer of light steel fabrications for retail, industrial, construction, white goods and numerous other sectors. Turnover £5.9m, Headcount 53

Business situation

Due to the nature of the business sales growth was somewhat opportunistic since the core manufacturing capabilities of the business could serve tens of market groups/customer segments. The company had made good progress by delivering the annual business plan year-on-year, but was seeking to accelerate growth and profitability and wanted to develop a coherent longer-term plan to provide direction and alignment, and focus the organisation on achieving better operational and financial results. The business had a top-level vision statement, some well defined company values and a very good operational scorecard, but there was no connection between these and the day-to-day, month-to-month activities of departments, teams and individuals.

Advisory appointment

A full strategic review of the business was conducted at an appropriate scale for this size of business. The competitor analysis provided some concerning insights on rate of development, investment and direction of the company’s closest competitors. Current and potential new markets and customers were analysed to provide direction and focus on the best potential opportunities. A company vision, mission and strategic business plan was built around five key areas of focus. For each focus area, initiatives, team projects, actions, metrics and targets, with clear accountabilities, were rolled out across the company. The strategic business plan provided structure, clarity, direction, focus and alignment for this SME Manufacturer.