IMES undertakes four main types of consultancy project:
“How can our marketing and sales functions work more effectively?”
Case study 1:
United Industries Company (UIC) in Kuwait was concerned at under-performance by its loss-making subsidiary United Fisheries of Kuwait (UFK), a company active in the catching, purchasing, processing and marketing of shrimp and fish.
Over a period of several weeks, the IMES team conducted an audit of each of the four major aspects of UFK’s operation. This diagnostic exercise identified both positives and negatives, with the latter further divided according to whether they were within UFK’s control or not. A significant number of controllable negatives were identified.
A Priority Area Action Plan was then developed with UFK management for addressing these controllable negatives (i.e. areas of weak performance). These included:
- Securing supply to reduce risk
- Widespread revision of the product range, and in particular a focus on higher margin items
- Restructuring of management, and replacement of individuals in certain key positions
- Introduction of new Management Information Systems and controls.
IMES then provided direct support to the implementation of several of the recommendation in the marketing and sales area. In addition, we assisted in other areas, in particular by identifying an experienced change management professional to manage the process on a short-term contract. Within a year, UFK returned to profitability and has since been successfully divested.
Case study 2:
Saudi Arabia’s Dallah Group was unhappy with the declining performance of its fast-food chain Express Shish Kebab (ESK). IMES was asked to assist.
The approach adopted was to benchmark ESK against a selection of competitive fast-food chains across a range of criteria range from the quantifiable (e.g. sales per outlet) through other factors such as outlet location and on to ‘softer’ measures such as store appearance. This exercise both confirmed the degree of ESK’s underperformance and identified some of the key reasons for it.
Based on the findings of the diagnostic exercise, a Priority Area Action Plan was developed, focused on re-positioning ESK and improving execution of the basics (product quality and service). Responsibility for implementation of the plan was taken on by new management for the chain in coordination with Dallah’s in-house training department.