Earnings and liquidity rarely depend on a single department. Growth, margin, complexity, efficiency and cash influence each other, which is why we look at them together.
Growth. We show with which customers, channels and countries you can grow profitably and align dealer management accordingly: with targets per dealer, joint annual planning and sales management that goes beyond the listing. If new segments or markets are to be opened up, we realign positioning and sales with your management team as part of a transformation.
Margin. We make visible what remains of the list price after discounts, bonuses and allowances, and tie terms to consideration in return. This is complemented by price positioning per range tier and by purchasing: bundled requirements, renegotiated terms and reviewed make-or-buy decisions. Such measures are typically part of an optimisation with which a fundamentally healthy company strengthens its earning power.
Complexity. A product range analysis shows revenue, contribution margin and complexity costs per item. On this basis, we streamline the range, define the core and peripheral range and standardise components. Why complexity costs earnings and how a focus on the core business succeeds is described in our article Peak performance through strategic focus.
Efficiency. In production, we shorten set-up times, stabilise processes and create planning that balances batch sizes and availability. We also review personnel and overhead costs in production and administration. How we work with your teams is described under Operational Excellence.
Cash. At tool manufacturers, inventories are often the largest block of capital. We steer them using ABC/XYZ logic, set coverage targets per item group and make purchase commitments visible. If liquidity is already tight, working capital becomes the central building block of a restructuring.
