Project report
PROJECT REPORT

CRO creates more profitability for a mail order company

  • Turnaround strategy developed and implemented with several approaches
  • Introduction of 2 own brands improves market position
  • Realignment promoted by improving internal communication
Interim branded goods specialist

Interim branded goods specialist

  • Product development and innovations in close cooperation with R&D
  • International brand management and sales management
  • Specialist for turnaround and growth strategies

The commissioning company was a medium-sized mail order company. It had lost considerable profitability over three years with constant turnover. The interim manager was appointed by the board of directors and joined the company as Chief Restructuring Officer (CRO) as a temporary member of management.

Turnaround strategy developed and implemented with several approaches

The brief was to develop a turnaround strategy to significantly increase profitability. The interim manager was also tasked with implementing initial measures. Great emphasis was also placed on winning over and motivating the company's managers for the realignment. The board of directors was informed and consulted weekly about the progress of the project.

In order to significantly increase profitability, the interim manager pursued several approaches:

  • Reorientation of the procurement strategy
  • Harmonization of the sales strategy across all sales channels (catalog, online and stores)
  • Cost savings and revenue maximization through increased focus on the 40 percent best customers.

Introduction of 2 own brands improves market position

In addition, the interim manager initiated the development of 2 company-owned brands for the most profitable product range in order to reduce interchangeability from the consumer's perspective and thus improve the market position. Employee redundancies were thus avoided.

Reorientation promoted by improving internal communication

The interim manager found allies for the strategic realignment by improving internal communication, among other things. Weekly meetings, trust-based coaching of current managers and the recruitment of new managers made a significant contribution to gaining acceptance for the realignment. This was reinforced by clear target agreements with managers. From now on, their bonuses are linked to the achievement of personal targets as well as the achievement of company targets.

After 6 months, the interim manager was able to hand over the project to the new CEO, who is successfully driving the company's realignment forward.

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Interim branded goods specialist

Interim branded goods specialist

  • Product development and innovations in close cooperation with R&D
  • International brand management and sales management
  • Specialist for turnaround and growth strategies
Created by Charly Kahle on 11.02.2025
Last updated on 01.04.2025

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