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From the time Darren began working with us at Hyland Sportswear we found his expertise to be extremely valuable. Not only in bringing new ideas to the table but showing us parts of the business that we had not taken too much notice of before like the bills of material, sales mix and key performance indicators. We started to analyse these areas more stringently providing other angles to look at the business. In doing this, we saw some notable profit increases and increased product sales. Shane Hyland, Hyland Sportswear Pty Ltd"
 
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Darren pushed getting the best out of my team through introducing weekly meetings that were structured short and to the point. Team members became more aware of their accountabilities which have produced better results week to week. He also introduced key performance indicators linked to their accountabilities. Darren has had significant input in recruitment and management.
- Craig Roylance, Managing Director, Linc Building Solutions Pty Ltd"
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Case Studies
 Increased profitability
The Problem

The owners of a manufacturing, wholesale & retail business were experiencing a lack of growth in sales and profitability.

Price increases had not been passed on for over ten years and the business did not have a structured marketing system in place. Their product range did not include any products that carried the business brand name which left them exposed to a new competitor entering the industry.

The Solution

Price increases were put through on all product lines. Product costings and prices are now reviewed annually. A structured marketing system was implemented including email, direct mail, sponsorship and new distribution channels. A new house brand range of products was cost effectively sourced and imported as finished goods from China.

The Result

Sales and margins immediately increased resulting in a 26% increase in profit on prior year. Profit margins on the imported house brand products were also superior to the majority of their locally manufactured product lines. The importing of finished goods increased manufacturing capacity and reduced factory labour requirements
Team accountability & performance
The Problem

The owner of a building hire company was frustrated by an over-reliance on him and a lack of accountability across his management team. Team members did not have defined accountabilities and these were not linked specifically to their daily tasks and performance appraisal.

The Solution

Key accountabilities for each team member were determined. The owner met with each team member to outline his expectations and their accountabilities. Structured weekly, monthly, quarterly and annual team meetings were implemented to set and review accountabilities and outcomes. Each team member's performance appraisal is now linked to meeting their key accountabilities. Specific team members are also periodically mentored by me.

The Result

The owner has successfully shifted a number of key accountabilities from himself to the team. He is able to leverage results through his regular weekly one-on-one sessions and team meetings. Team members are clear on their priorities and own their accountabilities and understand their performance appraisal will be assessed on these criteria. As a result, the owner now has significant additional time to focus on strategy and growing the business.
Increasing the value of the business
The Problem

The owner desperately wanted to fast track business growth to maximise short term profits and increase the value of the business in preparation for a proposed future sale. He felt overwhelmed by the challenge of how to successfully achieve this.

The Solution

An analysis of sales, margin and major cost structures was conducted. Budgets were prepared across the business. Management information systems were put in place to measure business performance. A costing, sales and proposal system was developed and implemented. The sales team were given key targets and accountabilities. Operational Managers were made responsible for managing direct costs. The owner meets briefly with each team member weekly and monthly to drive accountability.

The Result

The business has turned around from losses to sustainable ongoing profitability. Team members understand their areas of accountability. The owner is now enjoying wealth creation through the increased profits while the continued implementation and monitoring of the growth plan is increasing the future sale value of the business.
The power of data
The Problem

A building hire company didn't have any management information systems in place. There was a distinct lack of data available to manage the business. The MD didn't know his gross profit margin, monthly profit, direct costs and operating profit or have any budgets or key performance indicators in place.

The Solution

I introduced a system of key performance indicators, monthly management accounts, budgets, weekly sales reporting and activity-based data.

The Result

The MD now receives weekly and monthly management information. Sales data and activity-based data are tabled at weekly management meetings. If the management data in the first week or two of the month shows up issues, the MD gets the team in immediately to focus on fixing these issues early while there's still time to influence the month's outcome. The MD's ability to lead and manage the business has been improved dramatically through having timely meaningful data on which to base management decisions.
Sale of Business
The Problem

The owner of a safety helmet manufacturing business was unsure how to approach selling the business.

The Solution

I conducted a comprehensive review of the owner's personal and business affairs. I introduced a Tax Lawyer who reviewed the owner's asset protection, estate planning, risks and tax implications upon sale with significant changes implemented. We then worked on preparing the business for sale through detailed financial analysis and the introduction of systems and processes. A business valuation expert was engaged to independently value the business. Confidentiality Agreements and Information Memorandums were prepared. Two potential buyers were approached.

The Result

The owner's personal and business assets have been restructured pre-sale with significant tax savings and reduced risks. The structure and terms of sale have been considered in light of tax effectiveness. The business has been successfully prepared for sale. We are currently in the process of negotiating with two qualified buyers and have optimised the sale value of the business to maximise wealth for the owner upon sale.

Now that you have a better idea about Who We Work With, How We Work, Our Services and Case Studies, next go to the About Us page to learn a little more about Darren Bourke of Business Influence.

 
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