The interim manager solved this task for a globally active family business that operates in the field of cleaning systems. The company sells its services via regional subsidiaries or local dealers.
An increasingly interesting market for car washes had developed in Eastern Europe and Emerging Europe. The company had previously only been active in this segment to a very limited extent. The interim manager, who was still in a permanent position at the time, took on the project of gaining new market share in Eastern Europe.
Market entry under complex conditions and with strong competition
One of the particular challenges of this task was that car washing with high-pressure lances had to meet very different requirements in the regions (e.g. pressure or water volume). In addition, foreign and local competitors had positioned themselves strongly in the markets. They had developed products that met the market requirements and were advertised to the target group.
Customer demands quick return on investment instead of long-term profit development
As Business Development Manager, the first task was to record and bundle the market activities and requirements of the individual countries in the region. The next step was to find and develop technical solutions for the markets. To make matters worse, the existing product portfolio was designed for long-term profit development for the customer and not for a quick return on investment.
The project manager worked with the stakeholders to develop a concept with clear framework conditions for market development and customer acquisition for sales as well as a time and action plan within two weeks.
Market strategy defined and product portfolio adapted to regional requirements
The first step was to define focus countries with the greatest potential for success. In these countries, the current interim manager initiated in-depth market analyses and determined the technical requirements necessary for a successful market entry. He then worked with the client's experts to specify a number of technical adjustments to the existing product programs. Most of these adaptations could be implemented quickly and cost-effectively. Special solutions such as a management system with a mobile payment app and a car wash finder were implemented on the initiative of the interim manager as part of a cooperation.
Sales team focused on core tasks with transparent key figures
The company promoted market penetration by initially setting up and successfully operating several car wash locations itself. The interim manager contributed to growth by focusing sales on its core tasks. This was achieved in part because he introduced transparent management tools such as monthly reporting and the evaluation of key performance indicators.
Regular telephone consultations or video conferences with sales and local dealers ensured rapid communication and short decision-making processes. The interim manager also trained the sales staff in this way and during visits to the sales regions. The personal approach also helped to strongly motivate partners and employees.
Developed product range forms basis for global self-service platform
The Business Development Manager's project developed into a sustainable success. Turnover increased by around 70 percent in the first year. The margin was significantly improved thanks to a standardized approach.
In the end, the results of the project were even incorporated into the company's global product scenario. It created a "self-service wash platform" based on the experience gained from this project.
