Work Experience

 

Corporate

As part of its turnaround strategy, Xerox repositioned as The Document Company and embarked on a series of initiatives to emphasise its market lead in terms of quality and service. 

As part of the re-positioning a transformation programme for Xerox (UK) replacing functions with business unit P&Ls was implemented.  The initiative was designed to take cost out while delivering a step change in service performance.  Business and management processes were revised as were individual roles and responsibilities.  High Performance Work Teams took cross functional working right to the customer interface.  Manager as a Coach, Empowerment, Policy Deployment and Customer Satisfaction Management were support programmes that delivered the essential change in organisational culture.

Xerox's High Performance Work Teams, Quality Management and Customer Satisfaction Management are still heralded as leading business strategies.

 

 

 

 

 

 

Mid-cap

Wace Group PLC was an international pre-press and print conglomerate with declining revenues and margins.  It needed to establish a strategy to grow the business and improve profitability.

An identity review focussed on the needs of the market in order to determine a new competitive position.  The decision was to move up the value chain, re-positioning as a pre-media business.  The new product portfolio included imaging, multi-media and animation.  These were supported by on-line media databases, electronic workflows and outsourced managed services.

The sales force was restructured to include Business Development Managers; solution sales people focussed on targeting key accounts in vertical market sectors.

A new corporate identity was launched with extensive internal communication of the revised vision and values, a PR programme to establish thought leadership and a global branding to Seven Worldwide PLC.

After returning to profitability, Seven Worldwide was sold to a US competitor.

 

 

 

 

 

 

SME

Aiza was a management buy in delivering outsourced office supplies and print managed services.  Its issue was that it had lost its largest customer which represented 40% of its sales revenue.  In addition to restructuring, the need was to quickly secure new business on long term contracts.

Following a market appraisal, the decision was to target mid-cap UK companies with a value proposition of lower cost while streamlining the business processes.

New, value adding, electronic workflow and e-commerce solutions were developed.  A market database was established and segmented by industry.  Tele-marketing was outsourced and sales staff recruited and trained to deliver solution sales.

Aiza secured a number of new contracts and replaced the lost revenue in a 12 month period.