At a Glance
- A premier mobile telecommunications company in Malaysia, faced challenges stemming from inconsistent operational procedures across its various outlet types, negatively impacting customer experience and sales results.
- Renoir Consulting was engaged to conduct a gap analysis and implement an improvement programme focused on harmonising operations and enhancing profitability.
- Key statistical results achieved through the project included a 65.8% increase in sales and customer service staff performing 54% of all sales.
Key results
65.8%
growth in sales across targeted retail outlets.
54%
of total sales performed by customer service staff, reflecting improved role flexibility and up-selling capabilities
Full operational standardisation achieved across pilot and reference outlets, paving the way for national rollout.
Background
Southeast Asia’s digital economy is expected to reach $330 billion by 2025, propelled by telcos embracing transformation through partnerships, joint ventures, and investment in fibre networks, 5G, and hyperscale data centres.
Over $37 billion is being invested in new data centers across Southeast Asia, adding significant power capacity and supporting the region’s growth in cloud, AI, and digital services.
The client is a premier mobile telecommunications company with operations across Asia. It provides the widest network coverage in its home country and serves millions of subscribers. As part of a large regional group with presence in multiple countries, including Bangladesh, Cambodia, India, and Sri Lanka, the company consistently reported positive revenue growth and was focused on improving its retail performance across its branded outlets.
Analysis
An internal review revealed uneven standards and coordination gaps across the client’s frontline retail operations, prompting the need for a unified approach to service delivery and sales execution. These inconsistencies negatively impacted the overall customer experience and hindered sales performance.
Some of the challenges faced were:
- Poor coordination, attributed to an abundance of inconsistent reports,
- Weak empowerment of staff,
- Lack of discipline across operations.
To address these issues and improve overall profitability, the client sought Renoir Consulting’s expertise to conduct a gap analysis and implement a comprehensive improvement programme.
Project Approach
Renoir initiated the project using its Focus Process™ to assess current operations and identify improvement opportunities. The overall approach included:
- Conducting gap analyses between various retail formats.
- Designing a standardised operational framework system.
- Implementing a closed-loop control and motivation system from outlet level up to the CEO.
- Preparing a taskforce from within the client’s team to autonomously lead future rollouts, ensuring internal ownership and sustainability.
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Implementation
A multi-week program was executed in two main phases:
Pilot Rollout
- Implemented in three selected outlets.
- Focused on streamlining procedures, training staff in dual roles, and instilling customer-service behaviour combined with sales upskilling.
Expansion & Internal Capacity Building
- Expanded to eight additional outlets across six regions.
- Involved Zone and Regional Managers to secure alignment and commitment for wider adoption.
- Identified high-potential team members and trained them to lead a national rollout independently.
Key initiatives included:
- Installation of a management control system with performance metrics and escalation protocols.
- Introduction of self-audit tools at outlet, zone, regional, and HQ levels.
- Dashboard implementation to track compliance and performance.
- Internal audit team assigned to oversee ongoing adherence to new standards.
” Applying Renoir operating practices to a dedicated team enabled us to roll out autonomously (i.e. independently from Renoir) the (project) system, producing positive bottom-line results across all of our outlets and partner channels.”
 – Director
Results
The partnership with Renoir Consulting yielded significant positive results for the client. Here is what the partnership resulted to:
- Standardised retail operations framework
- Â Autonomous rollout capability developed internally
- Â Robust Management Control System implemented
- Â Closed-loop system for continuous performance monitoring
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Sustainable Changes:
- Scalable system for nationwide consistency.
- Â Internal audit team ensures ongoing compliance & improvement.
- Â Regular self-assessments at the outlet, regional, and HQ levels.
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Behavioural Impact
- Â Customer service staff trained for dual roles: service + sales.
- Adoption of structured up-selling habits.
- Improved team alignment and customer experience.
*Client-specific details have been intentionally omitted to maintain strict discretion.
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