Case study · Strategy
A 3-year strategy for a commercial vehicle parts distributor – from diagnosis to an implementation plan
The company was growing faster than the market, but the organisation could no longer keep up with its scale. In 3.5 months we carried out a diagnosis and workshops with the management team, and prepared a strategy map for 2023–2025 – with priorities, owners and deadlines for every initiative.
Situation and goal
Revenue was growing, the organisation couldn’t keep up
The client is a distributor of parts, equipment and accessories for commercial vehicles, operating through a network of branches and franchises. In 2019–2021 its revenue grew by an average of 16% a year – against GDP growth in Poland of about 3%.
But the organisation wasn’t keeping pace with growth. A survey among employees showed the typical symptoms of a company that has outgrown its management systems: “if you want a job done well, do it yourself”, no time for tasks with deadlines, no idea where the company is heading, and a lot of “firefighting”. Revenue was growing faster than profits.
On top of that, forecasts pointed to an economic slowdown and a fall in freight volumes – and therefore in demand. The board commissioned a strategy for 2023–2025. Goal: revenue growth of about 20% a year while maintaining profit.
What we did
Four stages – from a team survey to project charters
Organisational diagnosis
- Two surveys: growth barriers and organisational efficiency – 118 people, from the board to operational roles
- Comparison with other Polish companies: growth barriers at 27.9 points vs. an average of 23.1 (the higher, the worse)
- Efficiency rating of 3.09 out of 5 – the lower zone of companies that “struggle to succeed”
Analysis of the environment and business model
- Macroeconomic forecasts and PESTEL analysis
- Market trends: demand shifting towards budget offers, growth of e-commerce, falling profitability
- The value chain and comparison with the main competitors
Strategy workshops with the management team
- 3 days of workshops (2 + 1) with the board and management
- The foundation of the business: a definition of the business, a strategic mission, a core strategy
- Goals in 6 areas: markets, products, resources, operating systems, management systems, organisational culture
Implementation plan
- A/B/C priorities based on impact on the company and difficulty of implementation
- An owner and a start date for each of the 18 initiatives
- Detailed project charters for 2 initiatives: online sales and sales management – with milestones over 18 months
Results
What the board received at the end of the project
- A strategy map for 2023–2025 with a clear financial goal and growth directions: new regions, foreign markets, private labels, online sales.
- 18 prioritised initiatives – 7 of them top priority, including developing private labels, online sales, a marketing plan, a people management system and manager development.
- Specific owners and start dates – all initiatives scheduled to start in Q1 2023.
- Ready project plans for two initiatives, including a schedule for launching the online store by mid-2023.
- Rules for managing implementation: team meetings every 2–3 weeks and progress tracking.
Takeaways for your company
What worked in this project
Rapid growth is no proof that a company is ready for more. The team survey revealed problems that don’t show up in sales figures.
Quick wins first. Developing private labels had the biggest impact on the company with relatively easy implementation – which is why it went to the top of the list.
A strategy without an owner and a deadline stays on paper. Every initiative has a person responsible, a start date and a review rhythm.
Who led the project
Strategy Partners expert
Damian Rusiecki
Founder and Managing Partner of Strategy Partners. One of the three advisers leading the project – the diagnosis, strategy workshops and implementation plan.
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