We were engaged by a lifestyle brand with a global, multi-channel presence, which sells bags, accessories, fashion, homeware and childrenswear. There were key issues with its business processes that were hitting key KPIs so the objective was to identify what needed to be changed, what could easily be changed and to improve go-to market efficiency and the customer experience.
We were engaged by a lifestyle brand with a global, multi-channel presence, which currently has over 200 stores in over 16 countries. They sell bags, accessories, fashion, homeware and childrenswear.
The client identified that there were key issues with its business processes that were hitting key KPIs. Coordination across the company was an issue, as was the suitability of its existing systems. The objective was to identify what needed to be changed, what could easily be changed and to improve go-to market efficiency and the customer experience.
The challenge was creating cultural change in a small company that has grown rapidly; in essence moving a design and product-driven business to a customer-centric business.
Our first task was to analyse processes and identify issues where process and technology could be improved to meet the needs of the current and growing business. The second was to put in place a “go to market” process to align all departments for an on-time and coordinated range launch.
We led and managed both pieces of work. The first piece involved workshops and interviews with the business to produce the required analysis. This resulted in an action plan that the client could immediately take forward to make process and system improvements. In order to create sustainable change, they were able to execute many of these projects themselves.
The second process designed the project, involving active engagement from a business team that we helped to pull together. This resulted in a new, end-to-end “go-to-market” process that aligned activities across the business to improve season launch from a customer and business perspective.
This transformation happened smoothly to time and budget and it set solid foundations to support growth. The new process helped to align business activity and dependencies, enabling timely delivery and improvement of customer experience.
Company margin was protected against last-minute decisions while efficiency was improved. The transformation also provided a platform for process measurement, future improvement and growth.
We presented the information in a way that fit with the culture and was easy to absorb by all audiences, from staff to the Operating and Management Boards.
We supported the process change with best-practice change management methods to ensure buy in from all parts of the business.