A successful Dutch family business that sells furniture and home accessories through wholesalers (500+ sale points worldwide) and its own retail shops (20+). This company has managed to build a loyal community of fans by establishing a unique brand and a luxurious, exclusive image. It took just 25 years to grow from one shop to its current worldwide network. It is now transitioning from a chain of shops to a global brand.
Such rapid growth in just a few years had presented our client with a luxury problem: how to keep the brand recognisable and the strategy distinct for both company and customers. Their questions included: are we on the right track to continue growing over the next 25 years; can our organisation cope with such a growth rate; and will our current processes be able to handle more turnover and an increased workload?
Gwynt tackled this company-wide transformation by co-operating closely with employees of different levels: an effective core team that represented all departments ensured the company’s growth objectives were developed, implemented and fulfilled in practice.
By setting up a new organisation structure and management model, individual responsibilities became clearer and more appropriate for the current scope and unique characteristics of the company. The organisation’s primary processes and consultation structures were then re-developed and implemented through workshops and interviews. Primary processes were supported by focusing on the financial and operational planning cycle using practical formats and clear task descriptions.
Adapting the company’s financial and operational planning cycle ensured better harmonisation between its product range and long-term vision, while improved co-ordination between sales and planning produced a balanced collection and reduced stock levels.
Process improvements led to not only more efficient operations but also shorter lead times to market of trends and opportunities in the market. Sharper focus on supplier management, product development and systematic working methods was facilitated by introducing a buyer-planner organisation, and a better understanding of the profitability of the company’s own shops was achieved by reorganising the financial organisation.