aims
Much of the recent work undertaken by Lorien involves business performance improvement. To achieve a lasting positive impact business strategy planning sessions and change management workshops need to be supported by practical tools and proven systems.
Lorien has achieved success by drawing on the unique private tools its has developed, and the public tools it has acquired, during more than three decades. By taking such an approach Lorien is able
to assist its clients in implementing lasting improvement, seeing measurable results, and achieving enduring change.
examples
Bureau Veritas
The French parent company of Bureau Veritas Australia (BVA) has acquired several small- and medium-sized businesses that operate in the same ‘space’. Lorien was commissioned to analyse sales performance, then to design and implement tools to increase both revenues and margins.
The parent company also mandated the global key account process which Lorien was invited to launch to key Australian employees, and to train those employees in using those tools.
Lorien continues to work with employees to progress the key account work along with front-line and management training.
HRL Group, Services Division
At one point the Services Division consisted of ACIRL, HRL Technology, and ETRS. The division has revenues of $50 million. In the last two-and-a-half years Lorien turned the businesses
from poorly performing research organisations into profit producing firms. The work included achieving serious culture change in relation to sales and sales growth. Senior management commitment, and consistent application of agreed steps, were key factors in the turnaround.
Shell Australia
Shell has a worldwide account management process. Lorien provides sales training for new entrants, and ongoing support for key account management plans.
Lorien has also been working with the implementation team to achieve significant sales improvements.
Spotless Group
The group, particularly its MS&S business, has strong contracts with great clients yet was not delivering the expected profit numbers. Lorien designed and implemented an account management process across the MS&S business and the Cleaning division. Account management workshops identified nearly
$300 million of potential extra business within existing client organisations at almost no cost-of-sale.
While program implementation is ongoing, so far the retention rate of desirable contracts has improved by 80 per cent.