The client company was in the business of representing and distributing several agencies of electronic and electrical appliances. It acted mainly as a wholesaler and also operated two of its own showrooms

However, several developments (extreme competitiveness of the sector, increased concentration at the retail level, pressure from suppliers to be more active on the retail side, inadequate operating cash flow and increasing debts to banks, etc.) have put pressure for increased productivity and for the acquisition of new skills at a time when top management believed that the Company is not yet delivering optimal results, that match its full potential.

Through a series of internal meetings with key staff and external field interviews with key industry players, NECG uncovered the following underlying problems:
Some issues pertaining to organization structure, workflow and IT infrastructure and applications needed to be clarified and resolved;
Other critical processes such as working capital management, distributors & brand management, and suppliers’ relationships management needed to be improved;
And finally, the Company was operating mostly in an operations-driven mode, limiting its business development and productivity enhancement drive.

In collaboration with the company’s Board of Administration and top management, NECG performed the following:
Suggested mechanisms for improving the Board’s oversight of top management’s performance
Redefined the organization structure of the company and clarified the responsibilities of each position
Clarified the decision making mechanism by designing a template where the role of each position in making each decision is defined Improved top management monitoring of the company’s performance by designing the outline of core management information reports (Sales and orders performance, brands performance, ageing of receivables, etc.)
Defined a series of targets for key performance indicators and working capital management through reviewing the companies past performance and cash management procedures and through establishing forecasts for the coming 5 years.
Finally, and in order to ensure the proper implementation of all actions and change requirements identified, NECG established a 1 year roadmap setting resources and deadlines for each task