For the first time we have a robust plan
“LifeFlight is more an agile operation than a typical organisation. It doesn’t fit the standard definitions, yet it is highly capable and very successful. Not being able to explain our business quickly and easily to third parties that support us has been a barrier. Helen Morgan from Gibsons helped us to distil our core capabilities with a clarity that has ‘broken the back’ of a communications challenge we have had for some time. For the first time we have a robust plan to promote our capability with great effect, including digital transformation.”
Gibsons Consulting saved my business
“I had all the ingredients but could not make the cake!”
Wisdom, clarity and a hands-on approach
“My company has been working with Gibson’s over several years to improve our business operations and management. Gibson’s have helped my company become a better employer and to be more aware of our growth potential and client experience. Akela Constructions has benefited from the wisdom, clarity and hands-on approach Gibson’s have provided through mentoring and working closely with my company.”
One of the key benefits was the development of a Succession Plan
“We initially recruited Gibsons to assist us with developing a comprehensive strategic business plan. Working with Steve and Jock to develop our plan, the journey, though not always smooth, has always been practical and insightful and the benefits have been of great value. One of the key benefits was the development of a Succession Plan, which can be a very personal and challenging area. I would happily recommend Gibsons to assist anyone looking to put structures in place in order to control and grow their business, and even act as Board Advisory Members.”
Gibsons have supported us through every phase
“We engaged with Gibsons Consulting over two years ago. At the time we were successful and profitable – market leaders in the markets we operate. However, we wanted to grow significantly over a short period of time and we needed to transition our business from a successful medium-sized enterprise to a highly successful, well managed corporate enterprise. We recognised that we needed assistance to achieve that…Gibsons have supported us through every phase and continue to do so. We are in the early stages of a long journey of constant improvement. However, our vision is now starting to emerge. Change is beginning to shape our business and Gibsons have made a real difference in that transition.”
Gibsons have guided us continuously into growth
“From the strategic review and analysis of the business to implementation of the essential recommendations and changes, Gibsons have guided Trackspares continually and consistently into growth. We initially engaged with Gibsons to assist with the company’s future growth and ongoing direction. As a result, we redefined our entire approach. Gibsons “one on one” approach with our small management team is one of reasons for our continued success. We believe this personal approach separates Gibsons from many other such consulting services.”
Gibsons first started by listening…
“Unlike many consultancies, Gibsons Consulting started first by listening to our journey and our needs. Working side by side with Steve to deliver our strategic plan, this journey, though not always smooth, has always been practical in its objective. Each Gibsons Consultant could be considered an adjunct board member – showing commitment to their advice and our result, seeing both through to our satisfaction. Gibsons seek to bring alternate perspectives to the process to actually help us to deliver on our strategic plan. They do this by challenging the underperforming aspects and working with us to lift our game to achieve better. I would happily recommend Gibsons to anyone wishing to take their business to the next level.”
Gibsons brought our staff into the process and helped them understand
“One of the good things that we found about working with Gibsons is that they could quickly grasp the technical issues involved with our products and markets and how they impacted on our choice of strategy. They were also able to constructively bring our staff into the process and help them understand that we needed to change our direction. Gibsons helped me turn my business around. We are very satisfied with the work that Gibsons has done for us and are happy to recommend them to others.”
Gibsons gained the trust of all our key people
“Gibsons have provided us with assistance in our marketing and sales, our factory processes, workplace health and safety and administrative processes. They have also overseen a major project to install a new costing system that will provide us with better management controls over our manufacturing operations. Gibsons helped us to crystallise our thinking into a concise business plan. I think that one of their strengths has been the ability to work closely with, and gain the trust of, all our key people who now see them as a valuable extra resource.”
Unlocking efficiency in automotive pre-delivery
In the world of automotive retail, the pre-delivery phase is often a hidden powerhouse – an area that, when running smoothly, sets the stage for outstanding customer experiences and business success. One major car dealership, already a well-run and respected business with a dedicated team and robust processes, reached out to Gibsons for support after recognising that even high-performing organisations can face persistent operational bottlenecks beneath the surface. Their experience highlights how strong businesses may also benefit from fresh perspectives and targeted expertise.
With a dedicated team of 30 staff in their pre-delivery department, the dealership’s leadership demonstrated a proactive approach to continuous improvement. They recognised some underlying inefficiencies and sought out Gibsons to help unlock further potential, improve efficiency, and increase throughput. Our initial brief was to support a strong operation in becoming even better – but as we quickly discovered, every well-run business can harbour hidden complexities, and the opportunities for transformation were even greater than anticipated.
Our first step was to get a genuine feel for the day-to-day realities on the ground. Through conversations and observation, we found that, despite the dealership’s many strengths, certain aspects of the organisational structure were not fully supporting the team’s success. Supervisors sometimes felt disconnected, communication between levels could be improved, and a focus on quickly expediting cars through pre-delivery occasionally led to mistakes and disengaged staff. These issues are not uncommon even in well-established businesses and can develop gradually over time.
Beneath the surface, some operational challenges had gradually emerged. The systems in use, while effective in many respects, lacked the flexibility for forward scheduling and optimisation. The workflow had evolved into a ‘push’ mentality – cars were moved through the process rapidly, sometimes at the expense of alignment with actual demand and readiness. This occasionally resulted in congestion and bottlenecks, impacting both staff morale and customer delivery timelines. As is common in busy, high-performing environments, some shop floor processes had become inconsistent, and training practices varied, leaving team members seeking clarity around expectations and best practices.
At Gibsons, we believe that lasting change comes from addressing both people and process. Our response was to introduce lean methodologies – proven tools for streamlining operations – tailored to the realities of the dealership’s pre-delivery environment. Recognising that real transformation is driven by people, we also focused on coaching and mentoring managers and supervisors. We helped them rebuild trust, align their teams around shared goals, and develop the confidence to lead change from within.
Communication became a cornerstone of our approach. We introduced structured meeting routines, transparent performance metrics, and open forums for feedback and problem-solving. These changes not only improved operational visibility but also helped break down the blame culture, replacing it with a sense of collective ownership and pride. Scheduling systems were rebuilt, enabling the business to better manage capacity and throughput, as well as to anticipate and address potential bottlenecks before they became problems. We also addressed the physical layout to support a smoother, more logical flow of vehicles.
As we worked alongside the team, training frameworks were established to ensure that everyone had the skills they needed to succeed. Performance management processes were improved, with clear roles and responsibilities defined at every level. Leadership and management practices were strengthened, and sustainability programs were embedded to ensure that gains would not only be achieved but maintained and built upon.
What truly set this project apart was the shift in mindset that took place. By providing an external perspective, Gibsons helped the team see not just what needed to change, but how they could lead that change themselves. We equipped them with new tools and approaches, but perhaps more importantly, we fostered the clarity and capability to continue improving long after our engagement ended.
The results were both immediate and lasting. Within just 15 months, throughput in the pre-delivery area had increased by 50%, and profitability had doubled – a remarkable achievement by any standard. Even more impressive, the return on investment was realised within two months of implementing the changes. But the numbers only tell part of the story. The dealership also experienced a surge in morale, with staff at all levels reporting higher engagement and job satisfaction. Supervisors felt empowered, communication improved, and a newfound sense of shared success permeated the team.
For us at Gibsons, this project reinforced a core belief: that business transformation is about more than process or profit. It’s about people. When you invest in both, the results are not just measurable – they’re truly game-changing.
Unlock your business potential with Gibsons: real results from a strategic business review
At Gibsons, we believe that true business success begins with clarity and strategic insight. It’s common for business owners to get caught up in day-to-day operations, making it easy to lose sight of the bigger picture – especially when sales or profitability start to decline. Without a clear grasp of your company’s financial health and operational roadblocks, making the right decisions for growth can feel overwhelming.
One Queensland-based manufacturing client came to us during a difficult period. Their earnings had plummeted to -12%, and annual turnover was stalled at $1 million. The owner, like many others, was operating in survival mode and had even reduced their own salary to keep the business afloat.
That’s when Gibsons stepped in. We helped the business to secure government funding to conduct a thorough business review of their operations and uncover opportunities for improvement.
Our strategic review highlighted the company’s greatest strengths: a skilled team, a dedicated owner with deep industry knowledge, and a loyal customer base that truly valued their products and service.
However, we also identified some critical gaps. The business lacked regular financial reviews, and cost estimates were often off the mark. These issues had caused years of poor financial performance and prevented the owner from growing the business – or even earning a fair wage.
Gibsons delivered practical solutions. We introduced robust costing and estimating systems, provided staff training, added dedicated admin support, and established regular financial reviews. These improvements allowed the owner to focus on what mattered most to support the business in moving forward.
The results were remarkable: in a short period, the business went from -12% to 15% Earnings Before Interest and Tax, and turnover increased to $1.4 million per year. The owner could finally pay themselves a competitive salary, and Gibsons continued as a trusted partner to keep the momentum going.
If your business is facing similar challenges, Gibsons is here to help. With over 50 years of experience, we offer independent, expert advice and hands-on support to drive sales growth and profitability. Ready to unlock your business’s potential? Contact Gibsons today and start your journey to greater performance and success.
From challenge to transformation – how culture change drove performance for a professional services firm
At Gibsons Consultancy, we know that the foundation of lasting business success lies in people, culture, and strong management. Our work with a professional services firm is a powerful example of how targeted support can drive real improvement – delivering financial results and a healthier, more engaged workplace.
Recognising the need for change, the firm’s leadership team approached Gibsons seeking strategic direction. Despite the technical excellence of their team, the business was hampered by limited management expertise, unclear decision-making pathways, and a lack of accountability. The result? Frustration, inefficiency, and a workplace culture in need of renewal.
Building capability and driving engagement, we worked closely with the firm to develop a strategic and business plan – one that put people at the centre. Our Employer of Choice program engaged staff across all levels, creating alignment and buy-in around shared goals. We provided leadership mentoring to the CEO and supervisors, supported the restructuring of the board, and introduced essential soft skills training.
To embed accountability and drive performance, we implemented robust sales management, clear KPIs, and a comprehensive management reporting framework. These changes empowered the team to take ownership, measure progress, and celebrate achievement.
The transformation was significant with stronger sales results and a healthier culture over the four years of implementation. Earnings Before Interest and Tax rose from 10% to 15% – a notable leap in their sector. Perhaps even more importantly, the business now enjoys a culture of accountability, engagement, and improved customer satisfaction. The firm is equipped not just to meet today’s challenges, but to thrive into the future.
Gibsons is committed to practical, people-focused solutions that deliver sustainable results. If your business is ready for real change, we invite you to connect with us to discuss your goals and explore how we can help. Reach out to us today at https://gibsons.com.au/contact/.
Transforming business with technology
At Gibsons, we believe that every organisation – no matter its size – deserves practical, tailored solutions that drive measurable success. As a trusted partner to small and medium-sized businesses across Australia, we know that the right technology can be the engine of transformation. Our work with a $120 million national student accommodation provider is a testament to our commitment and expertise in helping businesses to achieve lasting improvement.
Our client faced the common – but critical – challenges of outdated processes and fragmented systems that often hinder growth and efficiency. Gibsons was engaged to help them break through these barriers, streamline operations, sharpen data accuracy, and set the groundwork for scalable growth through a new, integrated technology solution.
From initial system selection to implementation and change management, our experienced team guided the project every step of the way. We collaborated closely with stakeholders from every department, ensuring the solution wasn’t just a technical upgrade – it was a catalyst for cultural and operational change. By focusing on the unique needs of the business, we addressed their most pressing pain points and positioned them for long-term success.
The outcome was a fully tailored solution that delivered real-world results: enhanced reporting, streamlined efficiency, and a robust platform for future expansion. This project underscores Gibsons’ ability to turn business challenges into opportunities for growth – no matter the scale.
This is just one of many success stories at Gibsons, where our team’s experience empowers organisations to achieve transformational change. Whether you’re a small business looking for a competitive edge or a medium-sized enterprise ready to scale, Gibsons has the insights and track record to help you succeed. Read the case study on our website.
Looking to improve your business performance, streamline your operations, or set your company up for future growth? Connect with Gibsons today and discover how our proven approach can help your business to thrive.
Celebrating over 50 years of learning
Having partnered with Australian businesses for five decades, we pause to reflect on the invaluable lessons learned from our clients and the ongoing evolution of our services. Since 1974, our philosophy has been grounded in attentive listening and respect for the real-world challenges our clients face. This commitment has informed every aspect of our practice, from initial engagement to the delivery of measurable results. The trust and insights shared by our clients have not only shaped our reputation but have also become a catalyst for our continuous improvement.
Client-centred improvement
Our approach has always focused on developing tailored solutions to the unique circumstances of every business. Across industries – manufacturing, distribution, services, and beyond – our clients have reinforced the value of practical, actionable advice that is directly relevant to their operations. Rather than relying on generic strategies, we have adopted a bespoke methodology that is both flexible and rigorously outcome focused. Over the years, feedback has driven us to expand our diagnostic capabilities and refine our implementation processes, ensuring that our recommendations translate into tangible business improvements and sustained growth.
The value of transparency and communication
Clients have consistently emphasised that open communication and transparency are essential to a productive consulting relationship. We have responded by embedding clear, structured communication into every stage of our process – beginning with a comprehensive initial assessment, through collaborative planning, to implementation and review. Our clients’ feedback has prompted us to adopt more detailed reporting, regular progress updates, and accessible channels for discussion and feedback. These improvements have fostered stronger partnerships built on mutual trust, accountability, and a shared commitment to success.
Adapting to change
In today’s rapidly evolving business landscape, our clients have highlighted the necessity for adaptability. Whether supporting leadership transitions, navigating operational restructures, or guiding strategic market expansion, we have learned to prioritise agility and innovation in our recommendations. Client feedback has prompted us to strengthen our capabilities in change management and to offer ongoing support beyond the initial engagement. By fostering a culture of continuous improvement – both within our clients’ organisations and our own – we ensure that our services remain relevant and responsive to the diverse challenges businesses face.
A legacy of shared success
The insights and constructive feedback shared by our clients over the past 51 years have been instrumental in shaping Gibsons Consulting into the firm we are today. By listening carefully and acting decisively on what we hear, we have built a reputation for integrity, reliability, and consistently delivering measurable results. Our commitment to learning is ongoing; we regularly review our own performance and embrace opportunities for refinement. As we look to the future, we remain dedicated to partnering with Australian businesses, listening to their needs, and delivering tailored solutions that support long-term, sustainable growth.
We thank all our clients – past and present – for shaping our journey over the last 51 years.
600% Profit Growth – A Business Success Story
What does it take to turn a struggling business into a thriving, profitable powerhouse? In this blog, we take you behind the scenes of an Australian manufacturing company’s transformation from barely breaking even to achieving 600% profit growth in just 10 months – all through strategic changes and focused teamwork.
Turning a struggling business into a success story
When every day feels like an uphill battle and problems pile up faster than solutions, it’s easy to lose hope. That was the reality for the owner of this manufacturing business. But with the right support and a clear action plan, even the most daunting business challenges can become opportunities for lasting success.
“I just couldn’t see why we were not making a profit!”
When we first met the business owner, the company was operating near full capacity – a situation many manufacturers dream of. But despite generating a $1.4m turnover, profits barely reached $20k. The owner was stretched to their limits, pouring energy into the business but seeing little reward for the effort. Low-margin jobs, slow production, and constant operational issues were eating away at the bottom line. Staffing challenges and inefficient processes meant the owner was always in crisis mode – juggling urgent demands and struggling to find time for strategic growth. The business – and its leadership – were running on empty.
“I needed someone to guide me to make the right decisions – a partner I could trust with my business.”
We began by mentoring the owner and listening to their concerns, then mapped out a strategy to address staffing, operational issues, and profitability head-on. The owner trusted us with a behind-the-scenes look at every aspect of the business. We conducted a deep-dive audit – analysing finances, staff roles, and daily operations. Through open conversations and data-driven insights, we identified exactly where profits were leaking, and which processes needed urgent change. We also introduced accountability systems to lay the groundwork for sustainable growth.
With our support, the owner implemented lasting improvements – streamlining staffing, boosting manufacturing efficiency, and overhauling day-to-day operations. Where leadership once struggled to delegate and develop effective strategies, they were now empowered to recruit the right people and focus energy on driving the business forward.
“I focused so much on customers that I lost sight of the business’s data and finances.”
The transformation was nothing short of remarkable. Operations became more efficient, the team embraced a culture of accountability, and everyone – from management to the shop floor – shared a renewed sense of purpose. The owner finally stepped back from the daily grind, allowing a production manager to lead and empower the team. This shift in leadership sparked a culture of trust and confidence. By segmenting markets and sharpening their sales strategy, the company secured lucrative long-term contracts. The payoff? A staggering 600% profit growth in just 10 months – a turnaround few would have thought possible.
Today, the company is laser-focused on quality assurance, streamlining management systems, and pursuing certifications to unlock new markets. The business continues to innovate – optimising shifts, boosting efficiency, and investing in state-of-the-art machinery to stay ahead of the curve. The brand has been revitalised to reach new audiences. Expanded marketing efforts now target corporate clients, while service delivery keeps improving for key sectors like mining, oil, gas, and beyond. A unique competitive advantage – one of the largest coating ovens in the region – continues to set the company apart, delivering speed and quality competitors can’t match. With larger premises and a solid foundation, the team is finally reaping the rewards of their vision and determination.
Transforming Challenges into Triumph: A Family Business’s Inspiring Journey
Every business faces challenges that test its resilience and adaptability, and for one family-owned company with over 20 years of experience in manufacturing screening and boundary solutions, this was an undeniable reality. Once a robust enterprise, the firm found itself at a crossroads. Dwindling distributor partnerships, stagnating sales, and mounting internal issues threatened its legacy and future.
The company’s journey to recovery began when it recognised the need for change. Struggling with declining revenue due to a troubled distributor sales model, they faced several formidable obstacles. Aging machinery hampered productivity with constant maintenance demands, while a high turnover of staff disrupted continuity and slowed momentum. Additionally, mismanagement of costs resulted in uncomfortably low profit margins.
Realising that transformation was essential for survival, the company sought the expertise of Gibsons, a firm well-equipped to provide strategic direction. Gibsons’ team conducted a thorough assessment of the company’s circumstances and crafted a comprehensive strategy aimed at revitalising the business and improving its financial management. Modernising operations through technology to effectively streamline administrative burdens that had previously stifled progress, was proposed.
A key turning point came when Gibsons successfully secured a government grant for an Enterprise Resource Planning (ERP) system, which would integrate software solutions and enhance operational efficiency. In tandem, a $50,000 business growth fund was obtained that allowed the company to invest in new roll former equipment, significantly improving production capacity.
Through collaboration with Gibsons, the company developed a strategic plan that not only addressed immediate needs but also outlined a vision for sustainable growth. Gibsons introduced the idea of establishing an advisory board to provide ongoing support and direction, ensuring that the business would continue evolving positively. A pivotal change was the shift to enabling direct online transactions, an initiative that had previously faltered due to website limitations.
The results of this partnership were nothing short of remarkable. Year-on-year revenue grew, with sales increasing by an impressive 20%. Profits more than doubled, underscoring the effectiveness of the new strategic initiatives. For the first time, the company had a comprehensive strategic plan that highlighted both challenges and opportunities, providing a clear roadmap for the future. The launch of a revamped website transformed customer engagement, facilitating successful online sales and enhancing the overall user experience. Furthermore, the implementation of the Enterprise Resource Planning (ERP) system yielded immediate benefits, promoting enhanced digital operations and streamlined workflows.
With newfound confidence, the business not only navigated its immediate challenges but also laid the groundwork for a bright and sustainable future. The uncertainty surrounding retirement options dissipated, revealing a pathway to fulfilling long-term personal and professional goals.
This transformation highlights the importance of strategic collaboration and proactive problem-solving. With Gibsons’ support, this family-owned business was able to navigate challenges and emerge stronger, ready to face future opportunities. Their experience serves as a useful example for other businesses dealing with difficulties in a changing marketplace, demonstrating that with the right guidance, it is possible to overcome obstacles and achieve lasting success.
Unlocking the power of company culture and structure
In the realm of professional services, particularly within the not-for-profit sector, cultivating high performance requires a well-defined organisational structure and a supportive company culture. Gibsons was brought in to support an organisation reporting $35 million in sales but facing significant human resource challenges that hindered business performance and succession plans. Initially, we were asked to mentor key staff members; however, our assessment revealed additional complexities requiring immediate attention. With succession issues prevalent, there was an urgent need to develop middle management staff into potential General Manager candidates. The unique nature of the company’s services complicated recruitment for external candidates, while an inefficient organisational structure failed to promote individual and team development.
To address these challenges, an organisational review was necessary to identify an optimal structure capable of effectively managing and expanding operations while facilitating succession planning. We implemented objective 360-degree review processes designed to identify high performers and rising stars within the organisation. This approach helped pinpoint areas where individual development was needed, ensuring alignment with a cohesive business structure that prioritised personal growth. Comprehensive personal development programs were tailored for key individuals, alongside coaching and mentoring programs aimed at enhancing team capabilities in line with the planned structural changes. We also crafted a thorough recruitment strategy to fill existing personnel gaps.
The insights provided by Gibsons proved invaluable, offering clarity on how to establish an effective organisational framework and strategically work towards it. Over four years of dedicated enhancements and successful structural implementation, primarily filled by internal talent, successful succession of senior staff members was enabled. Notable benefits included significant improvements in team performance through more effectively delivered programs and outstanding individual development at all levels. The cultivation of a robust team culture focused on high performance and accountability led to reduced staff turnover, reflecting increased employee satisfaction and engagement, within this revitalised organisational environment.
With over 50 years of experience, Gibsons supports businesses in enhancing their organisational structures and fine-tuning the human resource processes and strategies that underpin them. Reach out to us today for an informal chat about your business challenges. We are here to help. Sometimes it takes an outside perspective to clearly see what’s happening and how best to implement the necessary improvements to move your business forward successfully.
We provide the following business support:
Season’s greetings
A very Happy Christmas to all our clients past and present, our partners and our suppliers. We hope you have a relaxing and enjoyable break with your family and friends.
If you’re keen to make 2025 the year that ensures your business is on the path to success, please reach out to us to schedule a chat with one of our Senior Consultants (no obligation). We can support you to unleash the true potential of your business, providing help with:
Reach out to us and let us help you to map out a better business. We look forward to continuing to provide business support and expertise to Australian businesses in 2025.
Have we helped?
At Gibsons we are keen to make a difference to Australian businesses. It is always great to hear what our clients think about the support we have provided (and it’s also useful for new clients to know what they can expect). If you are one of our valued clients, we’d love to hear what you think about the business support we have provided in a Google Review.
Adding a Google review only takes a few minutes. Here’s a ‘how to’ if you are new to Google reviewing:
GOOGLE REVIEW US!
No Gmail account? No problem. Email us us your review ([email protected]) and we’ll add to our website testimonials. Thank you!
Want to know what other clients have had to say about us?
Here’s some of our testimonials:
“My company has been working with Gibson’s over several years to improve our business operations and management. Gibson’s has helped my company become a better employer and to be more aware of our growth potential and client experience. Akela Constructions has benefited from the wisdom, clarity and hands-on approach Gibsons’ has provided through mentoring and working closely with my company.” Ian Furber, Managing Director, Akela Constructions Pty Ltd.
“I had all the ingredients but could not make the cake!” Adam Sanders, Owner, Pro Powder Powdercoating.
“One of the good things that we found about working with Gibsons is that they could quickly grasp the technical issues involved with our products and markets and how they impacted on our choice of strategy. They were also able to constructively bring our staff into the process and help them understand that we needed to change our direction. Gibsons helped me turn my business around. We are very satisfied with the work that Gibsons has done for us and are happy to recommend them to others.” Lorraine Murray, ATL Composites.
“We initially recruited Gibsons to assist us with developing a comprehensive strategic business plan. Working with Steve and Jock to develop our plan, the journey, though not always smooth, has always been practical and insightful and the benefits have been of great value. One of the key benefits was the development of a Succession Plan, which can be a very personal and challenging area. I would happily recommend Gibsons to assist anyone looking to put structures in place in order to control and grow their business, and even act as Board Advisory Members.” John Morgan, Finance Director – Selected Seeds Group.
“Gibsons have provided us with assistance in our marketing and sales, our factory processes, workplace health and safety and administrative processes. They have also overseen a major project to install a new costing system that will provide us with better management controls over our manufacturing operations. Gibsons helped us to crystallise our thinking into a concise business plan. I think that one of their strengths has been the ability to work closely with, and gain the trust of, all our key people who now see them as a valuable extra resource.” Myra Berzins, Cable Laying Products Pty Ltd.
“We engaged with Gibsons Consulting over two years ago. At the time we were successful and profitable – market leaders in the markets we operate. However, we wanted to grow significantly over a short period of time and we needed to transition our business from a successful medium-sized enterprise to a highly successful, well managed corporate enterprise. We recognised that we needed assistance to achieve that. Gibsons have supported us through every phase and continue to do so. We are in the early stages of a long journey of constant improvement. However, our vision is now starting to emerge. Change is beginning to shape our business and Gibsons have made a real difference in that transition.” Paul Sheehan, Operations Manager, Atlas Heavy Engineering.
“From the strategic review and analysis of the business to implementation of the essential recommendations and changes, Gibsons have guided [us] continually and consistently into growth. We initially engaged with Gibsons to assist with the company’s future growth and ongoing direction. As a result, we redefined our entire approach. Gibsons “one on one” approach with our small management team is one of reasons for our continued success. We believe this personal approach separates Gibsons from many other such consulting services.”
“Unlike many consultancies, Gibsons Consulting started first by listening to our journey and our needs. Working side by side with Steve to deliver our strategic plan, this journey, though not always smooth, has always been practical in its objective. Each Gibsons Consultant could be considered an adjunct board member – showing commitment to their advice and our result, seeing both through to our satisfaction. Gibsons seek to bring alternate perspectives to the process to actually help us to deliver on our strategic plan. They do this by challenging the underperforming aspects and working with us to lift our game to achieve better. I would happily recommend Gibsons to anyone wishing to take their business to the next level.” Rob Newton, Managing Director, Laser Central.
Celebrating 50 years of business
2024 marks 50 years of Gibsons consultants supporting Australian businesses. Established in 1974, we have been providing specialist advice to companies in the manufacturing, industrial and technical business sectors. Our advice has seen public and private sector clients manage their growth, implement effective management processes and tell better stories to their customers about what they do best.
We have developed a reputation for building stronger businesses and we’re known for being a highly dependable mid-tier consultancy that offers excellent value and delivers rock solid results.
We have a simple aim – to help you to organise and prioritise the issues and opportunities within your business, allowing you to do more with less. Our experienced team of senior consultants will review your current business position, develop an overall plan as your roadmap for the future, and provide actionable sub-plans that will help you to manage and optimise your people, marketing endeavours, processes and profit levels. We are not academics or theorists, we are realists that provide practical advice and assistance that will deliver increased productivity, greater efficiency, and improved profitability.
Don’t take our word for it. Read some of the testimonials we’ve received from our happy clients.
Unlike many business consultancies, the senior consultant you meet will be the one who oversees and manages your business requirements. The ‘bait and switch’ tactic is not one we use. You will not have an initial meeting with a senior consultant, only to find that all future engagement is with a junior who works on your account.
With Gibsons you get the extensive, hands-on business experience that each of our senior consultants has had. Our senior consultants have all held senior positions in public or private enterprises where they have been personally accountable for results and managing teams of people to achieve outcomes. With a knack for immediately seeing ‘the big picture,’ they can act as a guiding hand across a range of issues and quickly identify what these are. It is this career lifetime of industry experience that our consultants have, that sets us apart.
Let us help you with:
Reach out to us and let us help you to map out a better business.
Change management to improve EBIT and company culture
While sales levels and your business’s Earnings Before Interest and Tax (EBIT) are good measures of success (or not), they should not be critiqued in isolation. For a small to medium sized business, achieving millions of dollars in sales and a ‘good’ Earnings Before Interest and Tax, does not necessarily mean your business is performing well, or as well as it could.
Take the example of a manufacturing and installation supplier to the construction sector we supported. The company came to us with a $12 million sales level running at 16% Earnings Before Interest and Tax. But they approached us outlining issues with business performance. They understood that the business could be performing better than it was. They required a consultant to take an experienced look at why this was not happening, and importantly, to implement change management to ensure that it did.
Our thorough business review led us to identify significant change requirements for the company’s shop floor management. Accountability and sustainability frameworks were required from the General Manager through to the Production Manager, Workshop Supervisor and Team Leaders. This needed the support of significant training and restructuring to enable shop floor day to day leadership to effectively manage and develop its people. It was also clear that there was a significantly high risk of product failure across production which needed to be mitigated.
While the company was aware that the business was underperforming, it needed support to determine how to achieve the required outcomes and the implementation of this. The experience to design and manage the required change programs were lacking, as was the process and specifics to successfully restructure. Key tried and tested methods, approaches and strategies, tailored to the specific requirements of this company, were applied.
Gibsons Senior Consultants have been supporting businesses with change management, organisational restructure, and training / development of personnel for 50 years.
Gibsons developed key criteria for success at each leadership level within production. With the knowledge of what was required, the leadership structure was addressed to ensure alignment and effectiveness with organisational structure. Human Resource processes were implemented throughout the business with a focus on production personnel. This was supported with training and development programs throughout all leadership levels within production.
Leadership accountability frameworks were established, aligning behaviours and processes, with expectations. These were linked with quality systems to ensure any non-conformance was raised and addressed as required. A Rewards and Recognition program was utilised to acknowledge high performance and behaviour. The change program was regularly reviewed by management, and its successes and results were frequently communicated to the production team.
Program establishment, implementation, and change took 18 months. Through that period, production efficiency and quality were sustained, and staff performance heightened. The leadership structure progressively improved over the change period with most leaders growing into their revised roles with exceptional results. Financial performance continued to improve and was sustained at or above target levels. Earnings Before Interest and Tax approached 20%, an increase of almost 8% over the 18-month period. Importantly, the culture and staff morale on the shop floor and within the business was greatly improved.
Change management is rarely an easy, straightforward process. Identifying a problem within your business can be simple, but knowing the best approach to make the required changes to move your business forward can be challenging.
This is more so the case when you are looking at personnel, leadership, and organisational structural changes, and introducing accountability policies and new reporting processes. Having an external advisor who can take an unbiased look at your business, determine recommendations, and support their implementation, can transform change management to a practical, systems focused process change. Find out how Gibsons can help you map out a better business for your company.
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From owner dependence to staff empowerment and accountability
When you start a business, it is natural to be very hands-on and want to be across everything. But, as the business establishes and grows, if this approach continues you begin to disempower and demotivate your staff. While perhaps not the intent, you start to heavily micromanage your team. While this management style is typically disliked by staff, it is also a style that creates a lot of problems for the manager. If you always need to oversee all the details and sign off on everything with limited delegation, you end up working a lot more than you’d like. More importantly, time that could be spent on the wider picture – company strategy, direction, and vision – must be set aside, to make space for the day-to-day. Never a good plan for a business to succeed.
This was very much the case for a client of ours. A small manufacturing company that initially came to us with issues involving a poor company culture, and succession – the owner was keen to step back from the business. With a turnover of $2.5 million in sales with a 15% Earnings Before Interest and Tax, from a financial standpoint, the company was doing well. But staff morale was low, and the owner saw no possibility where he would be able to reduce his involvement in the business.
As is often the case, we may be called upon to address a particular challenge with a company, but when we take a closer look, other issues become apparent. Certainly, there was a lack of opportunity for succession and company culture issues, but we also found significant micromanagement in place to maintain efficiency, quality, and service levels. Understandably this was not helping the low morale which was prevalent throughout the workplace. There was an extreme reliance on the owner who as a result had a very poor work/life balance. Systems were under-utilised and human resource processes very lacking. Moderate to high levels of supervision were required because of the skill levels within the company.
Over a 2-year period we worked with this company to address the need for human resource processes, structures, and staff development that were required to overturn a poor company culture and too much reliance on the owner. We defined and sourced a General Manager for the organisation. The owner wanted (and needed) to become less hands-on and this would only be achieved with a highly skilled and experienced General Manager to take over a lot of the tasks the owner had acquired. A suitable reporting structure with the General Manager was enabled to ensure that the owner remained appropriately informed.
We established human resource processes and provided training as appropriate to support this. Staff were restructured in line with appropriate skill levels and cultural fit with the organisation. Training processes and procedures were set up to ensure skill fit with role and upskilling as required. Training reviews and retraining were included within this along with processes for non-conformance. To support staff engagement and to improve morale, human resource engagement and recognition tools were determined and initiated.
As a result of our work, there were significant improvements in quality, efficiency, and throughput across the business with less support from the owner required. Staff morale has substantially increased, the company culture is much improved, and the owner is mostly stepped back from the business. Having the support of Gibsons provided the focus and expertise to work through the solutions needed. Often this can be difficult when you are too close to the problem, or do not even see all the issues in place.
The benefit of having a Gibsons Consultant support your business is having an expert with extensive, hands-on business experience. Not an academic or theorist, but a realist who can provide practical advice and assistance that will deliver increased productivity, greater efficiency, and improved profitability to your business. Find out more about the services we offer and how we can help you reach your business goals.
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We wish you a Merry Christmas…
…and a Happy New Year.
As 2023 starts to draw to a close, we would like to extend our seasons’ greetings. We hope you get to enjoy some relaxation and fun during the festive time. To all our clients, present and former, it has as always, been our privilege to support your businesses to reach and extend their potential. Our intention is always to work collaboratively with you to meet the goals and objectives for your specific business. We look forward to continuing our work with you in 2024. If you have not engaged our services this year, please know that the door is always open if you are keen to reinvigorate your business performance, as we enter 2024. We can be contacted at https://gibsons.com.au/contact/.
The Gibsons team.
Our services
As consultants each with a career lifetime of industry experience, there’s little we haven’t seen and little we haven’t dealt with in business. Each Gibsons business consultant, in addition to their personal area of career specialisation, has extensive, hands-on practical experience meeting challenges with solutions in a wide variety of scenarios, industry sectors and business model types. We are not theorists. We bring advice and assistance that has been “road tested” and known to deliver productivity increases, improved sales, and increased profitability in a business just like your own. We have a keen eye for the issues and opportunities that need actioning, and we’re here to help you build a stronger business right across the functions of people, marketing, processes and profit.
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Our business pillars
Map out a better business with Gibsons. The first step on the road to success for any business is a strategic analysis. Our analysis reviews your current position, develops a vision for the future, and evaluates the strategy options available to take your business from where it is now to where you want it to be.
Once we’ve determined the best strategy, we’re able to develop a strategic business plan with you. This plan provides the detail needed across those key business pillars we always come back to – People, Marketing, Process and Profit.
People – Empower the agents of your success. Many people say their people are their most important resource, but do they act that way? Gibsons Business Consulting offers a range of people management services and capabilities to help you build a team that will drive your business forward.
Marketing – build a market-focused operation. Gibsons offers expert, tailored solutions beyond the scope of most marketing agencies because we approach marketing through the business-strategic lens. Whilst Gibsons excels at coordinating the tactical marketing activities involved in marketing promotion, we’re well known for strategic marketing which is the foundation that effective advertising, public relations and sales promotions should be built on. Ensure that everything about your business is meeting needs and reinforcing why customers should buy from you and not your competitors.
Process – build practical processes for greater productivity, efficiency, and profit. The primary reason for implementing business systems is to build consistency and, therefore, predictability into the quality of outcomes. Better systems and processes also establish the means for day-to-day operational activities to manage themselves, leaving managers with the time they need to deal with exceptions and to work on business development.
Profit – maximise business profit and cash flow. The aim of any business is to generate sustainable profit and positive cash flows consistently. If a business is unprofitable or isn’t cash positive, it can’t survive. It isn’t a viable business. We make sure you have the right measures and review processes in place so you can take informed action when you need to and keep your business on track.
Structure and process change to turnaround business performance.
It’s rare that we are approached by a company requiring assistance where there is clarity about why business performance is not as expected, and what should be done to fix this. Often, there is an understanding of the problem – a drop in sales, financial targets not being met, limited growth and so on – but the ‘why?’ of the issue is not clear, nor are the actions required to turn things around. We may enter our work with a client having been given one brief, only to find that other issues come to light as we investigate the problems that are taking place.
A manufacturing and installation company supplying the construction sector reached out to us for support with cited business performance issues. Sales levels were falling, and the company was experiencing a sharp decline in their Earnings Before Interest and Tax from a level of over 10% to only 2.5% of sales. We conducted a thorough review of the business’ operations and in addition to the problems with sales levels and EBIT, identified an issue with their margins for quoting and pricing. The company simply were not running at a level of margin that was long-term sustainable. They had significant quality and warranty issues which were cutting into profit margins, and there was poor labour management and supervision in place.
Without the right business structure and processes in place, it becomes very difficult to identity the ‘why’ when things go wrong. Clarity is missing, and as such appropriate actions are unlikely to be taken to turn things around.
Our business review identified the key areas to address, and we initially focused on implementing management review practices and reporting within the business to build an understanding of why these difficulties were occurring. We provided training and coaching to the company’s accountant to better analyse and report issues as they arose, and to make appropriate and timely recommendations to the management team. Management and supervision practices were established within production and management teams, and training and coaching of key management staff was enabled. Project management processes were also set up for all new projects initiated. A thorough review of the sales team and sales processes was conducted, and we established a sales management program with a priority to refocus the sales team. Alongside this, pricing and quoting margins were reviewed with a new pricing and quoting policy agreed.
After 6 months of working with this organisation we saw sales return to their normal levels, and after 9 months of sustained implementation of our recommendations, profits returned to 12% of sales. No significant quality issues have occurred for 6 months, and margins are stronger than ever with labour efficiency dramatically improved. The company now has high accountability throughout the management team, reduced stress, and happier staff with more satisfied customers.
Business change takes time, and modifying structure and processes doesn’t immediately impact the bottom line. It is with consistency and perseverance that business transformation is possible.
The question we often get asked is “why can’t a company just do this for themselves – why do they need an external advisor?”. In the case of this company, the management structure and processes were not in place to support the company to prevent these issues occurring. Without a significant and appropriate change to company structure and ways of working, change was not possible. Often it takes someone outside of a business to identify the change required, and once initiated, it can be easier to align with business priorities to meet, and often exceed, performance goals and success indicators. It’s also never an easy and quick fix.
Find out more about our strategic approach to unearth the challenges within your business and set you on the right path for success. Reach out for a no obligation, informal chat with one of our Senior Consultants today to chat about how we could help you and your business, call us (07) 3025 3220 or email [email protected].
[Photo credit: Minku Kang]
What’s holding your business back?
When you’re looking to grow your company but it’s ‘stuck’ it is useful to conduct a full strategic analysis to determine what’s going on. It might not be what you think. Far too often, businesses will make assumptions on the issues preventing their company meeting goals and achieving desired outcomes. These assumptions are rarely based on anything substantial, or there’s a focus on one key issue at the exclusion of all others. To truly understand what’s holding your business back, an objective analysis of all the issues, and the company overall are essential. This can be tricky to conduct in-house, where objectivity can understandably be somewhat clouded. You may believe that you have the right structure in place and the right team to achieve the profit margins you’d like, but often this is not the case.
Take the example of one of our clients – a small manufacturing and installation company operating within the construction sector. Gibsons were approached to conduct a strategic and business plan, with the objective of determining the issues at play that were preventing sales and profit growth. As soon as the planning process was in full swing, we discovered key factors that were holding the company back. Primarily these centred around people and processes. Key staff were modelling poor values and performance, there were manufacturing and installation process inefficiencies, and there was the absence of clear and consistent communications across the business and the management team. People were unsure who was accountable for what, they were disengaged, and were struggling to see a distinct company direction.
Once you have the right people in the right place doing the right things, a business can tackle operational and process issues that might also be holding them back. But you must get the people bit right first.
In our experience, people issues are often the cause of the most serious business problems and can be the most challenging to resolve. However, if ignored they can significantly endanger a business, or at the very least, leave it with a performance and success level far below true capability and potential. We often see attempts to ‘fix’ staff issues which in turn create more problems as structure and processes are used to ‘work around’ people difficulties, which rarely resolves the concerns, and instead adds significant cost and time to the situation.
To address these challenges, Gibsons conducted a thorough review of management practices to build a culture of understanding and a process of consistent and regular review. Next, we helped the company to develop the right business structure to support continuous improvement and accountability throughout its personnel. Progressive review of performance of key personnel alongside the company’s management team enabled the rationalisation of staff via retraining, mentoring, role changes to better suited skill sets, and in some cases, retrenchment. A complete review of operational processes and factory layout was then enabled with confidence that the recommended changes could be acted on with best immediate effect.
Build an effective business structure that puts the right people with the right skills into roles that best suit them, is key to ensuring a business with long-term and enhanced profitability.
The results of Gibsons’ work speak for themselves. Over a 3-year period, working closely with Gibsons, this business increased its profit on sales by 8-10%, culture and customer engagement improved, and there was a $10m rise in turnover. Importantly, the owner is now in charge of a highly self-motivated team with an appropriate structure to support the continued growth of the business.
Find out more about the Gibsons’ approach to ensuring your business is on the right path and your team are focused on what matters, through our in-depth strategic review.
Business growth through sales culture change
It would be understandable to think that issues related to sales are down to the sales process, pricing and the overall sales strategy. This is after all what drives a business’ sales levels and its approach to selling in the marketplace. However, dig a little deeper, and you’ll see the massive impact the culture of your sales team has on the implementation of your strategy. Perhaps the sales strategy is strong and appropriate for your offering, but how is it being executed and how is this being managed?
We were engaged by a major player in the Australian construction landscape to implement changes to their sales process and pricing structure to optimise margins. Our client’s construction reinforcing product had been used in most of the iconic structures in Australia including the Sydney Opera House, Melbourne’s Westgate Bridge and freeway, and Brisbane’s Gateway bridges. The company was well known and well established (100 years).
It initially appeared that the issues impacting sales and ultimately margins were related to the sales strategy. However, after a period of discovery, it became clear that sales performance was impacted primarily by the people within the sales team. While dedicated and committed, the sales team were agreeing to meet every customer requirement. There’s nothing wrong with putting the customer first and focusing on customer needs, but in this case, it resulted in unclear accountabilities. If you agreed to everything, who is going to follow through with the requests, and importantly can / should they be met? Inefficiencies were the result, as the team lacked clarity on what to prioritise and how.
Develop an effective sales strategy that is fully understood by staff to ensure consistency and accountability, but that also supports an effective management of performance.
In this case, there was no ‘organisation’ behind the sales team effort. To address the culture and performance inequities, Gibsons worked to embed processes and practices designed to clarify accountabilities, and to manage sales performance both company wide, and for sales team personnel. In total, 6 improvement programs were established and implemented over a 6-month period. This phased roll out started with the company’s Queensland team and are being progressively implemented across the rest of the business.
No matter how astute a management team is, often there are issues that from the inside are easy to miss, or people are too ‘close’ to the challenges, to effectively manage them. A Gibsons Senior Consultant who lives and breathes business improvement, will quickly get a feel for your business and be able to identify areas for improvement.
With accountabilities now understood and aligned across the entire sales process, these improvement programs have enabled the sales team to be more focused. An ‘achievement’ sales culture that the company was seeking has been established and revenue targets are being exceeded. The business growth potential identified has been enabled through this sales team reinvigoration. As is often the case, it’s not always that a strategy is wrong for your business. Often, the processes in place for implementation and management are not there; or are misunderstood or inappropriately executed by your team. Ensure your people know what they are accountable for and set up ways to manage this. Support your business’ potential by providing clarity in roles and expectations, and transparency in how this aligns with your overall company objectives.
As with many projects Gibsons work on, the reason we are called in is not always the cause of the challenges being faced. A Gibsons consultant is accustomed to scanning operations from a more objective viewpoint, with the benefit of deep experience gained from scores of business improvement projects. They can almost immediately spot problem areas that you may not be aware of. Find out more about the services we offer to support businesses and let us take the following tasks off your list:
$2.5 million sales growth in only 2 years
While most business owners know the importance of an effective strategy for their company, it is also very easy to be drawn into the day-to-day operations and lose sight of the larger picture. As an owner, you can find yourself becoming far too hands-on and create a position where you are completely indispensable. Without you, things just don’t and can’t happen effectively. This can work initially, but over the longer term, what happens when you go on annual leave, or want to expand the business, or are ready to retire?
This was the situation a construction supplies business found itself in. The owner was looking to retire but the business was not able to operate effectively without him. The owner had focused on daily operations and as a result, over the years, operational health and safety, quality, good processes, organisational structure, and human resource management frameworks had been overlooked. The 3% Earnings Before Interest and Taxes the business was returning was insufficient for the invested efforts.
Business structure and the people in your business are key to any company’s success. Get the structure right, and people in the right roles operating well and cohesively with each other, and the business to create a winning situation.
Our role was to look at appropriate strategic planning with the development of a business and succession plan. The company’s current processes and structures had created a divide among management and production teams, very much to the extent of an ‘us and them’ culture. There was low engagement and limited accountability, with the business reliant on just a few individuals. While functioning, the business was in a fragile state.
Turning this $7 million business into a $9.5 million one, was a 2-year project with Gibsons advisors involved throughout. The first step looked to address the management structure. Existing roles were firmed up, some roles were moved, and others recruited. A new General Manager was appointed, and a mentoring program established to ensure close guidance and a sounding board in the implementation of other improvements. A better framework for management meetings as well as performance reviews and reporting were established. Improvements such as the Gibsons Employer of Choice program designed to invoke culture change and accountability, were actioned.
Get your team right and a structure to support this and you set your business up for success. Don’t, and you find yourself working hard without seeing results.
With the right people in place, doing the right things, the second step was to improve production processes via the establishment of a Production Success Team and the implementation of 5S processes and practice on the floor. Next, we addressed sales and marketing to build awareness of the company offering and to grow their market. Customers were interviewed to determine easy wins and long-term improvement opportunities. A rebrand was recommended and initiated.
The results were a $2.5 million sales improvement (to $9.5 million) with an increase in Earnings Before Interest and Taxes to 12%. Operational performance greatly improved and there is capacity to maintain this performance. Further growth is predicted, and the owner can consider retirement in the knowledge that the business now has a highly accountable and functioning team, management structure and strategic direction.
Find out more about the Gibsons approach to strategic planning to set your own business on the path to success.
Maximising your returns through full product utilisation.
Clients often reach out to us when profit levels don’t match expectations and when there is a sense that the business could be doing more. Inviting a knowledgeable and experienced third-party consultant like Gibsons in, provides the opportunity for a deep dive into what is happening in your business.
A strategic review of your business provides insight into opportunities that could be exploited and how. It provides reassurance of risks to mitigate against and the steps needed to do this.
Frequently, when we first engage with a new client, we will take them through a strategic review. This may be a company-wide review which is designed to unravel key business concerns and to determine why things are not working as they should. If the business has a specific goal in mind, we will instead conduct a more specific strategic review designed to evaluate the business and the market; and to outline the steps required to move the business in the direction required. This was the case with SSS Strawberries, a producer of fresh berries who were facing the challenge of how to best utilise their non-premium quality and end-of-season fruit.
SSS Strawberries were not maximising potential returns over the entire growing season and was looking to change this. The owners had identified that freeze drying the fruit would enable an increase in revenues and margins but looked to Gibsons to identify how best to enable this. We were commissioned to develop strategic; business and feasibility plans to advance this new product line and take it to market.
We identified 3 stages to bring this product to market: a research and design phase, capital investment, and finally full production with future growth as sales increased and capacity levels were met. We handpicked a team of specialists across the areas of branding, food product commercialisation and packaging, to support the research and design phase for bringing the product to market. This phase focused on determining a name – Gina’s table, brand identity and packaging for the product.The results of this research were crucial as they would go on to shape the entire marketing and sales approach. They would also provide confidence that the direction and decisions made were appropriate, before significant investment in capital took place.
To determine the feasibility of bringing freeze dried fruit to market, we looked firstly at the target consumer – what were their motivations to purchase and their buying behaviour, what competing products did they already purchase, why would they choose this product over others and how could we influence this. In-store research regarding purchase behaviour tracking and Q&A sessions supported this. We looked at the marketplace – what products or competitors were already selling similar products, what consumer needs were being met, price points and packaging. We went on to consider product positioning in the market along with packaging, Point of Sales materials, merchandising, channels to market and the overall brand – tone of voice and brand personality (essentially the look and feel of the brand).
To successfully determine the feasibility of a new product launch, you must fully understand the product and how it will better meet the needs of consumers than competitors. Without extensive research and clarity around your product’s positioning in the marketplace, as well as a strong and consistent brand identity, you are unlikely to succeed.
It was concluded that the product would be marketed to 3 consumers: wholesalers (for sale to end consumers and processors), retail distributors, and online direct to end consumers. The next steps in taking the product to market is capital investment as well as the development of a robust marketing plan to promote the product nationality through all relevant channels. Expansion and conversion of premises as well as the installation of new freeze-drying capacity and pre and post processing equipment to package, store and ship the product are required. Once production is up to capacity and as sales demand grows, further expansion is possible to include a variety of fruits, herbs and food for sale under the company’s own brand or by other processors. Marketing would be ramped up in support of this.
Preparing SSS Strawberries for a national food product launch and extending its product line was no small feat. It is a great example of the full breadth of experience and expertise that Gibsons Consultants provide to clients across business strategy, human resource management, marketing, process development and profit building. For a guiding hand with your business, contact us for a no obligation chat with one of our experienced consultants.
How to ‘win’ in marketing and make it an investment, not an expense.
A lot of clients who first approach us for help with marketing are looking for ad hoc amplification of their messages, without first understanding what their messages should be. Most businesses have no real understanding of their Unique Selling Points, who their ideal target audience is, or what their winning competitive proposition should be. These are strategic problems that contribute to confusion in any marketing effort, making it an expense.
To ‘win’ in marketing and make it an investment rather than an expense, you need to completely understand your brand, what your customers want and who they are and should be. What makes your offering different and ultimately better than competitors is key. This cannot be successfully achieved in an informal or unplanned way. A thorough analysis of your standing in the marketplace, your product / service proposition (and your competitors) is needed first.
Without a carefully considered marketing strategy and full business review, your marketing endeavours are unlikely to generate the results you want. To make it an investment, a good strategy must sit behind marketing.
Gibsons was commissioned to support an iconic, Queensland owned manufacturing brand who had been experiencing year on year decline. Aggressive offshore product competition and a decision to by-pass a dealer network, had created a cost cutting strategy for a company that simply could not compete on price. The company was taken through a thorough Strategic Review Process which included comprehensive business analysis along with a rigorous customer research project. This review and research provided the insight and clarity to determine the most appropriate future direction and strategy for the business. The need to execute a repositioning strategy to rebrand the business as a premium product was determined, rather than the focus on cost cutting measures that were in place. This enabled the company to reclaim its market position.
A strategic review coupled with customer research can shed invaluable light on where your business is, and where it should be for success.
Successfully enabling a “premium” brand position is a very safe market position to hold. It means the company doesn’t have to compete on price but allows the brand to be the best it can be. Establishing “premium” positioning is well worth the investment.
To facilitate a “premium” brand position, rigorous and sensitive attention to both the visual and behavioural values of the brand are crucial to enable alignment with a high-end position. Brand design needs the expertise and experience of a qualified branding communications expert. A minimalistic “less is more” approach is taken to visuals, supported by a “luxury” or “premium” colour palette and professional photography. All marketing materials must follow the brand guidelines – consistency is essential and must rigorously be adhered to. All brand elements must speak to “quality”, have clean lines as well as superior legibility.
To oversee and manage the rebrand, Gibsons acted as the “agency” and assembled a team of experts across photography, branding, and copywriting. Gibsons brought its extensive marketing knowledge to execute on the repositioning and to ensure adherence to “premium” was established throughout. The importance and the “how to” of maintaining this brand identity was also planned. All too often we see a strong brand unravel over time as off-brand design elements creep in, and corners are cut. Without a strict adherence to brand guidelines, all the hard work and expense of setting up a successful and company specific brand identity can be undermined.
The results speak for themselves: sales rose from a $30,000 – $80,000 range per month, to $80,000 – $180,000 per month during our period of engagement. Also, a strong brand in a competitive marketplace with the “quality and premium” brand elements were maintained. If marketing investment and other initiatives continue at a similar intensity, a sales level of $3.6 million per year (from $1.8 million at the start of engagement with Gibsons) in 3 years while maintaining a 15% profit level is on track.
Find out more about the Gibsons Strategic Review Process and how it can benefit your business.