A leading electrical retailer
Egremont Group, 2005
Culture change driving profitability
Summary
Despite increasing competition and declining margins, the business had an objective to double sales and triple profits in 3 years. This was against a background of staff discontent, a top-heavy structure in stores and poor leadership in the field.
We were asked to support the business to find a way to accelerate progress towards its financial objectives through a rollout of practical retail operations and service improvements and through fundamentally changing the culture of the organisation.
Please log in to view the full case study. If you haven't registered yet, you'll need to do so and must be a client (rather than a consultant) to view this content. Registration is free and only takes a minute.
