From the analysis, it was revealed that the company’s business processes were ineffective. Its SCM process was inefficient, its customer acquisition process lacked monitoring and its customer support service was closed to monotony.

Our analysis also revealed that there is a huge communication barrier between departments, departmental as well as individuals roles and responsibilities were not defined, the company lacked a standard operational procedure and the company was yet to establish a proper IT infrastructure.

Furthermore, there was no established process to capture data for a few key activities like inbound logistics, OFD (Out for delivery), and damaged products. The procurement department lacked data to do efficient demand forecasting leading to dead stocks. Moreover, the procurement department had no fixed budget.

All these factors collectively were eating the company margin and creating a cash crunch. Based on our findings of business bottleneck and founder objective we develop a five-point strategy to turn around the business. We developed a fully customized strategy to increase sales, cut down costs, improve operational silos, and provided extensive training for transformational change.

• We created an order conversion funnel and established matrices to monitor the conversion rate. We had also established a framework for customer expectation management intending to increase NPS.
• Proposed a central tracking system integrated with ERP for effecting data recording and data flow.
• Defined organizational structure and assign roles and responsibilities to departments and individuals.
• Established departmental SOPs and KPIs.
• Financial framework to keep a check on the RoCE and become agile in taking preventive and growth measures.
• Proposed growth strategies and tools for sustainable growth.