Case Studies

Client: Thermoform Engineers

The brief for this project was to conduct a review of the existing business, its markets and operations with a required output of a strategic plan embracing business growth and continuity. The company consisted of two distinct operational areas. The smaller division was a contract packaging operation with a blue chip client base and a regular full order book. The larger division was a thermoforming food packaging manufacturing operation supplying food containers to the supermarket chains in the UK. The final report included recommendations for new machinery to be purchased and the preparation of grant applications for European capital funding. As a result of the recommendations made and implemented, the company gained major contracts with Major multiple supermarkets. This success attracted the attention of some large companies and the Thermoform operation has recently been sold in its entirety.

Client: Filtration manufacturer

The terms of reference for the project were to assist the company with the development of a new filtration technology and the securing of innovation and technology funding to help finance the development. The company had five full time employees and two part time employees and produces bespoke pneumatic filter cartridges. The consortium was able to secure a regional Innovation grant of £25,000 for the project and worked with the company on various aspects of technical and market research throughout the development. The development was successful and the product is now in routine production giving the company the benefit of easier manufacture, reduced costs and increased profitability.

Client: Birmingham Professional Services

This project was conducted under the "Mustard High Growth Potential" programme. The terms of reference for the project were to develop a strategy that would enable the relatively new company market its specialist knowledge, introduce procedures and structures for personnel and to devise presentation materials, standard documentation and operating procedures. The Company had two full time employees and one part time employee and a group of sub contractors. Early in the 7 day project, it was evident that the company's business was dependent on one contract from a major multinational company. It was agreed that this was not a secure footing on which to grow the business and that there was a need to develop a business model which spread the reliance of the company for its future growth across a wider plain.

The outcome of the review was the development of a strategic plan which introduced a different management structure and responsibilities, strengthened operational development and identified a completely separate operating division which whilst relying on the expertise and eminence of the CEO, would have a separate management structure and alternative routes to market. The company now employs a contracts manager with daily operational responsibility and is now currently pursuing funding for the development of materials for the proposed training division.