A Far Sighted Strategy:
The third-generation textile trading company comes – like many other medium-sized companies – from traditional stationary retail. The branch network has been expanded and continuously optimized over many years. The entrepreneur recognized early on that a structural change in the retail landscape was imminent and therefore started developing his own online shops as early as 2010. Valuable know-how has thus been built up in the company over the past few years. The last and consequent step of this multi-channel strategy was the connection to the well-known online platforms with a high reach.
The Challenge For The Interim Expert In The Textile Trade
Coronavirus – the “booster”?
Of course, the coronavirus pandemic and the associated forced closings have also affected textiles companies. In view of the general assessment of the industry, the accompanying house banks had doubts about the supposedly endangered business model. The provision of corona loans was approved under the premise of the appointment of an Interim Manager. The entrepreneur was initially not very enthusiastic about this. However, IEC LLC was able to provide an experienced industry expert who quickly gained trust.
An action plan with a clear distribution of tasks was developed and then consistently implemented. In addition to the “usual” short-term measures for stabilization (short-time work, rent deferrals and waivers, etc.), attention was paid to – further – improvement of operational processes and commercial instruments.
The analysis revealed fields of action for incoming goods management and markdown optimization to be improved. Already in the course of 2021, it was possible to increase the storage turnover rate and optimize the repository. In the platform business, the more targeted availability of goods – despite lower stocks – had a positive effect on sales development. The liquidity was saved by the lower capital commitment.
In order to improve the commercial control, the accounting was converted to a profit centre-oriented view. The planning process was systematized through the use of integrated planning instruments. The external reporting derived from this made the house banks “feel good” thanks to transparent and regular information.
The structural change was countered at an early stage by means of a multi-channel strategy, and with the interim manager from International Executive Consulting LLC, further future-oriented measures to increase earnings and commercial control were implemented.
The company will emerge from this crisis as a winner – in an industry in which there will be few winners.
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