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• Negative and low contracts margins
• High revenue and low margin
• High need for working capital to finance the structure
• High payroll
• High turnover cost
• High bank loan rates

Strategy Designed

• Reduction in bank loan rates
• Focus on cash generation
• Turnover reduction through better hiring process
• Personnel Optimization
• Increase in contracts
• Contract Renegotiation

Results

• 16% drop in revenue
• 24% increase in operating margin
• Staff optimization
• Active expense management
• Fixed cost reduction by 12%

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• Wrongly allocated resources
• High cost of returning products
• High debts with high rates
• Lack of financial control
• Lack of commercial direction
• Amateur and centralized management
• Hostage owner of his own business

Strategy Designed

• Reallocation of resources through asset refinancing
• Implementation of PRE SALE Controls
• Debt renegotiation
• Management KPI’s implementation
• Decentralization of organizational chart

Results

• Fundraising and allocation for Key operation (business unit)
• Better view of the company’s situation for decision making
• Managers training
• Redirection of responsabilities by sector
• Owner’s focus on business development and expansion

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• Commercial and productive disorganization
• Very high accounts receivable
• Pressured cash cycle
• Accounts receivable period too long
• Financial disorganization
• Defaulting customers

Strategy Designed

• Realignment of commercial sector
• Reduction in receipt period
• Collection of late customers
• Billing plan for bad customers
• Branding construction
• KPI’s

Results

• Increase sales
• Reduced waiting time at the factory
• Defaulting reduction by 37%
• Defaulting customers
• Brand repositioning

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• Business completely dependent on the owner
• Known branding
• Inability to meet demand
• Good margins
• Important figure of the owner
• Service and process disorganized

Strategy Designed

• Manager training and hiring
• Expansion Plan
• Sales process implementation
• Service organization

Results

• Hiring a manager to look after the initial unit
• Identification and development of partners
• 4 new locations in 12 months
• Organization and management services

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• Low Margins
• Second biggest company in the sector
• + 940 employees
• Elevated working capital cost
• Long-term receivable (~120 days)
• High dependence on large retailers

Strategy Designed

• Reduce Dependence on retailers
• Focus on small retailers (more margins and minor cash cycle)
• Creation a new business model (franchising)
• New products launch
• R&D
• Product Pipeline Review

Results

• Dependence on large retail fell from 67% to 37%
• 3 lines of production are reduced, impacting directly
• 17 new stores in the first year
• Profitability went from 4% to 14.5%
• Cash cycle reduced for 47 days
• Working capital need reduced impacting directly on cash generation

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