Delta Corporation

Food and Transport Industries: Australia

Leading food and beverage distribution powerhouse connecting Australia and Japan to service an extensive network of retailers, restaurants, online channels and branded assets.

THE FULL STORY

(4 min read)

Born from a family business structure; Delta* had enjoyed some growth early on however, as the business landscape changed, so too was the need for them to adapt and change in order to continue performing in the immediate and distant future. They identified an opportunity to grow and needed advice on how best to exploit this – Initially, this opportunity consisted of incremental products to distribute. This opportunity came in two streams: Delta* transformation/restructure and the launch of its own brand, Fudo – specialized in B2C products.

Their ambition was to achieve accelerated growth across a diverse portfolio of products and services for Australia, Japan, Taiwan, USA and the United Kingdom.

Delta’s* ambition was to achieve accelerated growth across a diverse portfolio of products and services for Australia, Japan, Taiwan, USA and the United Kingdom.

THE PROBLEMS AND CHALLENGES

  • Operation Inefficiencies and Ineffectiveness
    Without structured approach and unified direction from leadership, day to day operation was significantly impacted negatively. Most of the processes were still manual and paper based, which add to the inefficiencies.
  • Lack of Internal Clarity and Misalignment
    Misalignment of internal teams and at leadership level was causing a lot of frictions, miscommunications, and reduced productivity. This created additional accountability problems as teams found it difficult to confidently perform their tasks.
  • Fractured Culture
    Culture has been diluted as the company grew throughout the years, without a structure to support and nourish it. As a result, staff disengage and substandard performance takes the place of innovation and inspired teamwork.
  • Generational Shift of Priorities
    Changing landscape required an evolution of structure, process, communications, operations and business model to keep pace with new business opportunities and the manner in which they would be won. Staff attrition rates rose as internal fracture caused further confusion on roles and responsibilities.
  • Missed Opportunities
    Many opportunities failed to be captured and new contract conversions were met with greater resistance due to lack of established system, trained personnel, and clear direction. New customer acquisitions is seemingly a harder sell.
  • Limited Growth
    Internally, the company leveraged the strength of its network to renew contracts and on the odd occasion, incremental product acquisitions for distribution however, there fell short of the ambition the Managing Director had for the company. On-going incremental growth was difficult to realize.
  • Absent of Structure and System
    In the absence of foundational business structure and system to execute processes, day to day operation was unproductive, there was no clear direction, goals and objectives were ambiguous and aimlessly everchanging, progress was impeded, innovation was thwarted, sustainable business growth was not possible.

OUR SOLUTION

Based on our assessment from the data gathered and internal diagnostic of Delta*, we recommended that senior management team to rapidly roll out our strategy initiatives to achieve the ambition of sustained and accelerated growth across diverse portfolio and multiple regions:

  • Deployment of Core Platform and conductive training sessions of leadership and associated teams – Building constructive and nurturing culture, alignment of values and vision, communication guideline programs, reinforce desired behaviours to gradually change internal mindset, empower staff towards performance and focus
  • Streamline and Reform Operation to improve efficiency and productivity – through increased teamwork, coordination, and collaboration
  • Digitize archaic processes – From day to day operations like warehouse management, fleet monitoring, staff management, supply chain management, to customer experience.
  • Implement Lean practices to operation and automate cost intensive and time consuming processes
  • Employ a rapid, structured, and systematic approach guided with Core Platform and AGILE methods to innovation and to deliver new products / offerings – at the same time, constantly adapting to changing environments
  • Application of Core Platform and development of Fudo* – Building, activating, and launching a strong, reputable, and lasting brand to excel in awareness, consideration, sales, and loyalty
  • Apply Core Platform to identify the right business opportunities that serves the organization’s vision and goals – Mobilization of resources and actions towards new opportunities following growth strategy imperatives; action and result oriented plans

THE RESULTS

With clearly defined goals and strategy, over the period of 12-18 months, the action plan we designed successfully delivered on-going growth and strong year on year financial performance for Delta Corporation*, surpassing their initial expectations.

  • Fully integrated and cohesive team aligned to the values, culture, and vision of the organization, open to new business thinking, innovation, and opportunities – measured periodically by KPIs
  • Structured and systematic approach to new business opportunities, innovation, and R&D
  • Clear and focused leadership’s direction and objectives that centred on tangible outcomes
  • Significant operational cost savings*
  • Performance and productivity increase by 25% over first 18 months
  • Faster delivery of goods, various processes time reduction, and increase of efficiency up to 600%
  • Successful launch and running of new product brand with sales figures beating projection by a large margin*
  • Accelerated and sustained growth trajectory – measured by CAGR

*We respect our client’s privacy and although names have been altered, the results are genuine.

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