About this Presentation
Tomplast group was pushed to deliver results. Fast and efficient! The investor structure within the Tomplast group (a PE group with key investors from international banks) had no empathy nor time nor understanding for the challenges on the market. The company had to deliver results, or else the operational achievements of the past would be put in jeopardy as the “knee-jerk” reaction from institutional investors focusing on cutting costs and cost-accounting would prevail… Tomplast faces several challenges, amongst them: fast rate of dying projects, projects took longer to acquire than planned, the sales team had poor and wandering focus, with criteria loosely defined, allowing less than optimal projects to enter the development pipeline. The sales pipeline built since 2011 to the end of 2013 changed the company in more ways than a superficial glance would suggest: the company has been repositioned from an excellent manufacturer to a system and development supplier. A sales and customer culture permeated the fabric of the company. The company entered new sales regions, conquered new industries, developed new clients within existing and new industries and won a torrent of new projects that nearly choked the entire engineering team.
What Will You Learn
To help you get the most value from this session, we’ve highlighted a few key points. These takeaways capture the main ideas and practical insights from the presentation, making it easier for you to review, reflect, and apply what you’ve learned.
Instructor(s)
