case studies

Case study: Case Study 2

Service: Skills Coaching

Client: Renown British Speciality Chemicals and Paint manufacturer

Deliverables: Working with small groups of junior and middle management, providing facilitated workshops to increase their commercial awareness, together with behavioural changes that will improve customer contact and above all change the culture of the organisation to meet the new business reality.

Scenario: This small division of a well known, British Chemicals company had seen many significant and traumatic changes to its working culture over the past 10 years. At times it had been talked about as a commercial “dinosaur”, where the market place had changed beyond recognition yet this company remained in the past. The Board felt the main issues revolved around the junior and middle managers resistance to change with the times, particularly relating to the new commercial reality of their position and the need to find new business to survive. The parent company was able to provided only about a third of the business revenue with aspirations that the remainder come from the existing customers extending their usage, but probably of more significance, finding brand new customers. The patience of the parent company funding the shortfall was beginning to “run thin”

Actions: In situations such as this, there is no “one size fits all” answer. The problems faced by this organisation were many, but identified as a fundamental cultural change. After research and consultation, it became apparent that the cultural differences between the old and the new order were primarily “rooted” in ignorance and a lack of understanding of commercial reality. The majority of the people were bright, talented and eager to learn with a commitment that showed a potential for early improvement. Instigating a two-day workshop format those, identified as “key”, spent time with Career & Coaching’s Facilitators and Coaches, in small groups (6/8), being exposed to the theory of sales and marketing, but of more importance, finding their own solutions of how to behave in front of customers. The ability to quickly understand the benefits of building relationships and how customer service should be a great sales aid, helped to reinforce the cultural and behavioural changes that were needed throughout the organisation. Practicing the good behaviour then became a paramount requirement before the second day of the workshop. Using role-play and group interaction exercises, the new behaviour was “cemented into place” ensuring the new culture started to emerge as more people were processed.

Results: With three workshops completed there is evidence of a number of significant changes; - network events used as selling opportunities were seen as onerous – not now, repeat business was now openly encouraged and customer-satisfaction was “king”. Marketing plans were in place and contributions from the workforce welcomed. But above all, a realisation that business development had to be worked at and did not happen “by chance”