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Agenda
• About KAMF
• Growth of KAMF New challenges
• How Business Link Central Denmark and other public offers have helped us face our growth challenges– Subsidies to strategy seminars with other SMEs– Subsidies from the EU for sales development
About KAMF
KAMF = Keld Adelsbøll Machine Factory• Established in 1999• Turnover (2010): 5.7 mill. Euro• Employees have machinists background• Flat structur - ”Whole in wall” management
Agenda
• About KAMF
• Growth of KAMF New challenges
• How Business Link Central Denmark and other public offers have helped us face our growth challenges– Subsidy to strategy seminars with other SMEs– Subsidy from the EU for sales development
Growth 1999-2011#
Empl
oyee
s
1999 - Turning and milling 3 employees, 300 m2
Growth 1999-2011#
Empl
oyee
s
2005 - New area: Assembly 18 employees, 1450 m2 (partly bought and rented)
Growth 1999-2011#
Empl
oyee
s
2009 - Moving towards ”complete deliveries” – from order to container20 employees (No nightshift), New large factory 2500 m2
Examples of products installed by our customers
Baggage-handling sorters for airports
Book sortation systems for Libraries
Valve changing machines
Growth 1999-2011#
Empl
oyee
s
2010/11 – Growth challenges: Subsidies to strenghten strategy and sales
Strategy network
Agenda
• About KAMF
• Growth of KAMF New challenges
• How Business Link Central Denmark and other public offers have helped us face our growth challenges– Subsidies to strategy seminars with other SMEs– Subsidies from the EU for sales development
Subsidies to strategy seminar/network with other SMEs
7 whole-day strategy seminars over 6 month– 11-12 SMEs from non-competing industries– Strategy focus:
o Learning about strategy theory and the importance of having a strategy
o Company visits and presentationso KAMF Strategy 2011-14 developed o Learning from network feedback o Presentations from practioners
– Eg. sales method with Kim Wilde: ”Selling requires structure”
Subsidies from the EU for sales development
Sales technique/coaching with Kim Wilde- Former sales efforts without tools or results…- Sales effort today: More structured approach
o Pre-analysis/preparation, meeting & following-up - Identification and segmentation of potential costumers. - What is important for the potential costumer? - How do we present ourselves to them?
o Better understanding of sales process (building trust)
Immediate results: – More upselling to current costumers– 8 company visits
Our experience of the application procedure at Business Link Central Denmark
Proces not as difficult as expected– Meeting with Business Link Central Denmark
(delimiting the project and learning about other options for subsidies and support)
– Sending application– Subsidies paid
KAMF will probably use similar SME supporting offers in the future…
Questions?
Let’s go for a walk…
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