Distribution structure, cost and process optimisation

In this situation, PLUCH Interim Management brought the company management back together by means of intensive individual and group discussions and took up the existing conflicts and pointed out their effects on the organisation. This created the basis for a common approach to the existing problems and a jointly supported succession plan.

In order to change a hitherto rather passive approach to sales, an active acquisition of interested parties was started and sales was structured into key accounts. This clearly defined responsibilities, increased customer focus and established realistic sales targets. All this with the aim of reversing the declining sales trend.

As speed of delivery to customers is particularly important in the retail sector, the warehouse was restructured to provide more usable space for product storage and logistical processing. This resulted in a much greater clarity, the number of errors per order processing was reduced and internal cooperation was significantly improved. These preparations also made it easier to integrate newly developed services and products and helped increase competitiveness.

The reorganisation of the administration completed the restructuring of the process optimisation, which was also reflected in long-term optimisation of costs.

The visible and effective changes also contributed to a change in the perspective of the long-standing employees. The newly implemented solution-oriented approach led to a positive working atmosphere and thus to a sustainable turnaround.