Business Advisory

Running a business can be so busy that setting goals is hard, let alone achieving them. Right? Let me help.

My passion for practicality, numbers, and efficiency allows me to catch discrepancies and seize opportunities.

After some investigating, I discovered the maintenance team was losing those clients through poor service.

I also compared the wages of that department to industry benchmarks.  They were too high relative to the increase in income. The team was not running efficiently, causing clients to leave, and wasting staff hours.

Informed by my insights and data, the company implemented a Customer Relationship System to track customer service, which would immediately notify management of cancellations and complaints. That way, the Maintenance Department could call the customer to find the cause of the problem, recover the relationship and make improvements to the system.  The commission and bonus structures of the Sales and Maintenance Departments were also reviewed to align bonus payments with customer service expectations.

Through setting KPIs for both departments, the client base grew but with lower ‘churn rates’ (i.e. clients leaving). Over time, this meant not only higher income for the business but more profit and stabilised cash flow.

In conjunction with the Sales and Operations Manager, I established a procedure for the Sales Department to follow. An automated payment system gave clients more paymentmore, payment options, making it more convenient to pay quickly. Within 18 months, the existing debtors balance had dropped by 55%. Days to get paid dropped from an average of 87 days to just under 28 days.

They were back on track!