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Due to its exclusive territory and large customer base, the Company had become rather complacent in business development beyond its narrow channels and line of products. The Company’s business is segregated into five parts: (i) house accounts, (ii) chains, (iii) retail (small independents), (iv) replacement parts, and (v) equipment servicing. House accounts provide the majority of the top line sales followed by the chains, but these channels also deliver the lowest gross margin. Although the retail channel enjoys a high gross profit, it is smallest of the three and is plagued by declining business from the house accounts and chains competition. Furthermore, the demand for $5k to $15k machines is limited, especially in the current Ohio retail climate and competition as is repeat business, because a $10k piece of equipment lasts a long time. The parts business, on the other hand, yields a significant gross profit in excess of 43% A large national corporation recently purchased the Company’ s main supplier . Due to the possibility of supplier’s price lowering for equipment and parts, the Company would like to diversify and add new lines of products (non-competitive to the supplier) to sell to its current customers and channels, develop new customers and channels, and increase its existing lines.
Richard Henry Group is currently in the process of developing its deliverable on this project and expects to complete Phase I engagement in the near future. The Phase I engagement consists of:
The final deliverable on this assignment will be directed toward guiding the Company to expand and diversify its product lines and introduce the expanded lines into its existing and new sales channels, and increasing its parts business. |
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