A well-established medium-sized print and media company with around 120 employees had grown at the site over the years. The company was not very well organized or optimized due to its spread across several buildings. As cost pressure increased, the managing partner wanted to identify potential for cost optimization and performance improvement in production.
Potential analysis in production and development of a new strategy
In his analysis, the interim manager quickly identified some potential for optimization. However, the question arose as to how far the achievable results would extend into the future. He therefore initiated a strategy development process to define the direction of optimization and the company's focus more precisely. Based on the newly developed growth targets, the interim manager worked with the managers to determine which portfolio should be offered in the future. At the same time, they agreed on the appropriate production resources and process chains in terms of efficiency and capacity. This was underpinned by extensive order structure, scenario and profitability analyses.
Based on the newly defined strategy and the medium and long-term growth targets developed from it, it quickly became clear that these could not be achieved at the site. In several workshops with the department heads from production and the management, the interim manager developed suitable building concepts. He also examined whether one of the defined concepts could be realized by partial or complete demolition and new construction at the site. However, this proved not to be possible.
Acquisition of a partner print shop and integration of an advertising agency
During the planning process, an entrepreneur approached the shareholders with the wish to sell his company. The interim manager played a key role in evaluating the company to be acquired in order to define the purchase price. He also examined the business and strategic sense of a possible integration. On this basis, the shareholders decided to complete the takeover.
In the next step, the interim manager adapted the previously created process plans and building concepts to the changed requirements and began the search for land for a new building. As the construction project was to be realized in the outskirts of a metropolis, the search took several months until four possible new locations were selected. The interim manager evaluated the available space, expansion options, logistical and infrastructural connections and accessibility and recommended a location.
During the building planning phase, a cooperation agreement was concluded with an advertising agency to drive forward the print shop's transformation into a full-service provider. Additional space was planned for the new partner in the new building.
Organization, investment planning and construction implementation for a new location
The next phase of the project began at the same time as construction began: the design and optimization of the now significantly expanded organization. Together with the HR team and managers, the interim manager fine-tuned management structures and processes and adjusted responsibilities.
Due to the great distance to the new location, some employees had already announced that they would not be joining the move. In order to lose as few of the experienced employees as possible, remote connections were prepared where feasible. In other cases, the interim manager organized an orderly departure.
At the same time, the technical equipment was checked and prepared for the move. Several machines at both sites were overhauled and brought up to date. In addition, outdated machines were sold and replaced with modern machines. The strategic investment planning and selection was based on the expected remaining useful life, business results and the fit with the previously defined scenarios.
Efficient post-merger integration of the partners at the new central location
Even before the move to the new building, the interim manager initiated numerous measures to integrate the two production companies. These included joint project meetings, temporary shuffling of the production teams and the coordination of sales. In addition to coordinating customer service, prices and the expanded product portfolio, the interim manager paid great attention to porting data from the acquired company and organized employee training in the new enterprise resource planning and customer relationship management systems.
Medium-sized print shop grows internationally as a full-service provider
Over a period of around two years, the interim manager transformed the traditional medium-sized print shop into a full-service provider that quickly became known and successful nationwide. Within a short space of time, additional sales offices were opened and a cooperation with a large Asian print shop was established.
The range of services offered by the advertising agency, print shop and fulfillment convinces customers
The setup at the new location was a new reference in the region in terms of efficiency and state-of-the-art technology. This advantage was quickly used to acquire new customers and cooperation partners. In addition, seminars are regularly offered for schools, universities, specialist departments of large customers and interested parties to present the company's range of services and impart specialist knowledge. This has enabled the company to acquire several major customers, among others, who gratefully accept the now combined service offering of advertising agency, print shop and fulfilment.
The rationalization and digitalization of processes made it possible to significantly adjust the workforce and achieve very significant cost savings. The company, although based in a rather crisis-prone industry, is now secure and successful in the market. The close relationship with the interim manager resulting from the transformation still ensures occasional consultations on strategic and operational issues today.
