At a Glance
- A leading supplier of underground support solutions to mining companies engaged Renoir to undertake a 32-week improvement programme to revitalise their sales efforts and improve operational processes.
- The project began with analysis and strategic planning to address key areas such as optimised management control systems, standardised practices, improved communication interfaces with other functional areas and more.
- The successful implementation of the solutions resulted in significant achievements, including a 38% increase in sales volumes, and the highest monthly sales of the year at 938 tonnes, even during a period of subdued market demand.
Key results
30%
increase in sales over the previous year
38%
increase in volume sold over baseline
100%
on-time delivery rate
BackgroundÂ
Our client is an industry leader that manufactures and supplies a wide range of innovative underground support solutions to mining companies. They are primarily focused on the provision of resin-based products, rock support systems and rock bolt hole drilling and installation. Â
AnalysisÂ
Renoir was initially engaged to conduct an analysis of resin sales, sales and operational planning, and production and maintenance processes. The findings revealed a number of problems, including the lack of an effective management control system, low levels of accountability and inadequate skills in certain areas. Â
Following the analysis, the company commissioned Renoir to undertake a 32-week improvement programme to revitalise their sales efforts. In parallel with the sales programme, Renoir began work on planning, production and maintenance to establish effective communication and coordination between all key departments.  Â
Project ApproachÂ
The project, known as “Project Infusion”, focused on: Â
- Developing and implementing optimised management control systems and processes for sales.Â
- Developing standardised practices. Â
- Delivering a seamless customer experience, from initial contact through the onboarding process to day-to-day customer maintenance and support. Â
- Improving communication and process interfaces with other functional areas such as production, planning and quality, research and development, and back office.Â
Implementation
Project initiation
The project started with a 10-week project initiation using Renoir’s Focus Process. Members of the Management Action Team (MAT) were selected, trained and worked closely with the Renoir team to identify gaps, eliminate broken and non-value adding steps, and map the systems and processes.
Throughout the process, the company’s stakeholders were actively involved, as they play a critical role in securing buy-in for solutions and ensuring the success, acceptance, and long-term sustainability of the project. This approach was designed to minimise employee resistance to change.
Guided and coached by the Renoir team, the company’s sales MAT took the lead in designing and developing improved systems and processes. They also worked with interface departments to ensure the practicality and viability of the proposed solutions.
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Solution implementationÂ
Due to the time pressure to increase sales, we started implementing the solution in week eight of the project. Fortunately, despite the experienced and long-standing salesforce, there was minimal resistance. Through effective collaboration between the sales and operational planning MATs, the company achieved a 100% on-time-in-full delivery rate by week 25 of the project. Â
We developed an optimised management control system for customer acquisition and retention. This system improved visibility of field activities, customer trends, and pipeline development priorities. It included clear checkpoints, reporting standards and communication interfaces. Â
These efforts were supported by a streamlined business development process that included market potential assessment, customer specific strategies, structured customer segmentation and customer value proposition development. It also included zone planning and sales activity tracking, all based on best practice. Â
The implemented solutions were systematised through appropriate operating procedures and all models were transferred to the MAT, along with a user guide. By week 30, we finalised role definitions to ensure sustainable results for ongoing sales generation efforts. Â
Results
“I cannot begin to explain the positive effect that Renoir’s intervention has had on our company. The learning and improvements shown are a direct result of the collaboration between the two companies.”
Managing Director
938 tonnes sold in one month – highest monthly sales of the year in a subdued market
40% increase in sales over last year, excluding lost business from the previous year
*We have intentionally omitted client-specific details to maintain strict confidentiality.  
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