Planned Consultancy Ltd

Phil Stanyer 33 Kirkstone Way Lakeside Brierley Hill West Midlands DY5 3RZ
07809 448115
Staff: 1
Clients: ≈6
Feedback received from 7 people
100% would recommend this business.
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Falling sales were addressed with the implementation of a Sales & Marketing strategy that included an analysis of the market. This identified a lucrative vertical market which was promptly attracted through a modest investment in an updated web site, the mailing of a new Company brochure and an e-mail campaign. New business sales reached record levels within 6 months.
Name:Anonymous
Town:-
Date:17/08/2015
100%
20
Service(s) Provided: Strategy, Marketing and Sales, HR advice, Sales & Marketing Strategy, Tax advice, Exit strategy
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Description: Engineering company Rotating Maintenance Services Ltd have been using Planned Consultancy Ltd for all aspects of marketing. This case study provides a summary of the services delivered and how Rotating Maintenance Services Ltd benefitted by using Planed Consultancy Ltd.’s services.

Client: Rotating Maintenance Services Ltd  Supplier: Planned Consultancy Ltd
 

 

Rotating Maintenance Services Ltd
Tel: 01925 825330

 

Web: rms180.wix.com/rotatingmaintenance
Email: sales@rotatingmaintenance.com

 

About Rotating Maintenance Services Ltd Hire:

Rotating Maintenance Services is a family owned business, established in 1988 by director Alan Dobson.Located in Warrington close to the motorway network; we are conveniently placed to provide a unique service to the North West and other parts of the country.

The firm repairs and maintains all rotary equipment, from pumps to valves and fans; offering in-house testing in addition to other ancillary services. We undertake work on site, with a collection and delivery service if required; until the plant is fully functioning. RMS uses traditional methods and values whilst still keeping update/pace with modern engineering skills. We go above and beyond to meet client's requirements.

With a combined experience of over 100 years, our employees are one of our greatest assets. Clients can be assured that the staff are specialists in their chosen field.

Why did Rotating Maintenance Services Ltd need marketing advice?

Rotating Maintenance Services whilst profitable was experiencing a number of issues that collectively were damaging the business. This included a troublesome employee, a falling order book, a complex financial position and an exit plan that hadn’t worked.

How did Planned Consultancy Ltd help Rotating Maintenance Services Ltd address their search engine marketing issues?

Our HR specialist was consulted who explained that the employee had already committed offences serious enough to warrant dismissal. A disciplinary meeting was arranged but the employee left before the meeting took place. The falling sales were addressed with the implementation of a Sales & Marketing strategy that included an analysis of the market. This identified a lucrative vertical market which was promptly attracted through a modest investment in an updated web site, the mailing of a new Company brochure and an e-mail campaign.

How has Rotating Maintenance Services Ltd benefited from Planned Consultancy Ltd.’s advice? 

New business sales reached record levels within 6 months. The financial position was resolved following advice from our tax advisor who recommended a tax efficient strategy for the removal of a significant cash deposit held within the Company. The previous exit strategy had failed due to the typical reliance of the business on the owner, his knowledge and contacts effectively were the business. A plan was agreed to introduce an ambitious new manager to the business with whom the owner could share, over time, this critical knowledge and experience, with a view to them then acquiring the business. This proved successful. However the business became a great deal more manageable and had flourished to a point that the owner chose to retain ownership for his children to run alongside the new Manager.

 

 

Rotating Maintenance Services Ltd
Tel: 01925 825330

 

Web: rms180.wix.com/rotatingmaintenance
Email: sales@rotatingmaintenance.com

 

Following discussions with the L and D team and a number of business managers, we designed and delivered half day workshops focused on key principles – clarity of goals and applying on a daily basis, prioritising and planning. This was supported by individual follow-up sessions in the workplace to ensure the principles were applied effectively to their role. The follow-up session was also used to help them use Outlook (organisational tool used by the whole organisation) more effectively in their day-to-day work. This programme was delivered to key teams – Sales, Marketing and Customer Services – and open workshops for individuals from different parts of the organisation.
Name:Anonymous
Town:-
Date:17/08/2015
100%
20
Service(s) Provided: Training, Training
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15-20% increase in productivity due to training by Planned Consultancy Ltd

Income Protection Provider

Products and issues: The company is one of the UK’s leading financial protection insurers; they sell Income Protection, Critical Illness cover and Life Insurance. They employ around 1000 people in administration and sales offices around the country. In 2010 new sales were up by over 20%.

Background: Successful and well respected by customers and the industry. Growing the business in 2011 and onwards required even more focus in a challenging economic climate.

Problem: Employees struggling to cope with increasing demands and workloads. Everyone was very busy and working hard but it was identified by the internal Learning and Development (L and D) team that some teams and key personnel found it difficult to keep all the ‘plates spinning’ and, if appropriate, which ones could be dropped.

Solution: Following discussions with the L and D team and a number of business managers, we designed and delivered half day workshops focused on key principles – clarity of goals and applying on a daily basis, prioritising and planning. This was supported by individual follow-up sessions in the workplace to ensure the principles were applied effectively to their role. The follow-up session was also used to help them use Outlook (organisational tool used by the whole organisation) more effectively in their day-to-day work. This programme was delivered to key teams – Sales, Marketing and Customer Services – and open workshops for individuals from different parts of the organisation.

Results: Programme is ongoing, but results and feedback so far indicate a 15-20% increase in productivity. Additional benefits are teams working in a consistent manner, feeling more ‘in control’ and generally less pressurised employees.

This programme was developed for a corporate organisation but the principles and personal coaching are relevant for all sizes of organisation and employees.

A colleague introduced me to one of his clients. Having identified a gap in their principal area of activity, they were embarking on an expansion programme which would involve doubling the capacity of the operation. Most of the finance requirement was for relatively low value capital equipment which was not suitable to propose to a traditional asset finance company. The company’s bankers were proposing that they finance the growth through an invoice finance facility. I was asked to advise on the most suitable method of financing the programme and introduce a suitable lender. On closer inspection of their trading pattern, I noticed that the company’s business suffered a degree of seasonal fluctuation and it was highly probable that they would run out of cash in two months of the year if they utilised an invoice finance facility. Having identified that asset finance would not be a suitable option, I prepared a proposal for a term-loan coupled with a small overdraft facility which was accepted by another bank. In due course, the new facility was put in place and I continue to advise the business on their continuing growth programme.
Name:-
Date:20/11/2014
100%
20
“I have a company in north Derbyshire and West Yorkshire which is in special measures with the bank. Although they appear to be profitable, an increase in raw material costs is causing cash flow pressures and the client is asking to increase their borrowing facility. We are reluctant to agree to this until they consolidate their operations before any further investment is contemplated and we are satisfied that the company is stable and has the right level of controls in place” At our first meeting, I learned that a draft report had been prepared by a leading firm of accountants which had identified these weaknesses and I was initially asked to help them with a recruitment programme for a Financial Controller as most of this role was dealt with by the Managing Director. The company had borrowing facilities of £1.2 million which were fully utilised as the company had recently purchased additional equipment costing £400,000 for their processing work which had absorbed all their spare borrowing capacity. In addition, management accounts were only prepared quarterly and as the business was then turning over £42 million of sales per annum, the opportunity for “slippage” was too great to contemplate. With my support, they started to focus on key financial information with monthly financial reporting. I also advised the bank that the Confidential Invoice Discounting facility was not working in the Company’s best interest and recommended this should be replaced. It quickly became evident that the company could take advantage of a growth in their market and the tighter controls ensured that cash flow improved dramatically. With all the improvements in place, the company was able to purchase a new factory to accommodate the increased volumes and the bank has now approved a funding package in excess of £6 million to invest in state of the art production equipment to increase the efficiency of the whole operation.
Name:-
Date:20/11/2014
100%
20
Service(s) Provided: Finance, Strategy, Turnaround
“I would like you to work with one of my established clients, a car and van refurbishment body shop. The business has a turnover of c.£350,000 and in recent months has been regularly going into excess. I am becoming increasingly concerned about the performance of the business.” Our initial meeting revealed that the company was not only exceeding its borrowing facility from time to time by up to £10,000 but was also being supported by personal loans from the Directors. We embarked on a programme to investigate the level of waste in the business which soon revealed a high level of material wastage, materials not being accounted for and excessive levels of overtime being worked. Each of these was quickly brought under control and within less than twelve months, all the borrowings had been repaid and significant credit balances were building up. As we had helped the company to run more efficient in their operations, they have been able to take on more work with turnover now increasing to an annual running rate of £800,000. This in turn created capacity problems so the company has moved to larger purpose premises closer to their principal market which gives them even more opportunities to expand.
Name:-
Date:20/11/2014
100%
20
“I am looking to re-bank a customer who seems to have a solid business plan but is making a loss of about £30,000 per annum. They seem to be losing market share and I need to see the company on a sound financial basis with consistent profitability before I can consider re-banking them.” At our first meeting we were able to confirm the financial position of the company but further investigation into their loss of market share revealed that they were in fact increasing their share of business in this market but the market place for their products had seen a sharp decline in activity due to public sector funding cuts. The customer also operates in a secondary, complimentary market and we have recommended that they make severe cuts to their primary operation and build the secondary operation to a level when the whole business is profitable. Having implemented all the necessary changes the business is now starting to make monthly profits and we are now monitoring this to ensure the company is stable before re-appraising a re-banking proposition.
Name:-
Date:20/11/2014
100%
20
Service(s) Provided: Coaching, Finance, Marketing and Sales, Turnaround
I have a customer who I met with this morning who is encountering a difficult period of time in their 11 year trading history.  In fact, the last 12 months have seen a real deterioration in their financials & cash flow has suffered a little.  They have just had to lay off 2 members of staff whilst they re-assess their circumstances. The business has been trading 11 years and turnover is around the £750,000 per annum figure.  They operate their bank accounts in an excellent fashion but the latest year end accounts for 2012 so far show real pressure & early warning signs with myself re the trading status of the company.  Both directors want to trade through this difficult period. In the meantime I will continue to support their banking needs/overdraft facility. The issue may not just be cash flow though as I feel they could be more efficient/resourceful in the way they do/attract new business. We have today looked at their overheads & personal survival budgets to which they are going to make some immediate changes to save further money.  I feel this is a very viable business with great potential but they seem to have lost their way a little bit.” During the initial meeting with the Directors, it quickly became apparent that the Company was focusing its efforts on gaining new business and had lost its focus on existing customers and by drawing up a plan to improve contact levels, the number of orders quickly increased. The second action was to re-establish contact with lapsed customers which again increased the order intake. Prospecting for new customers will resume in due course but only when the Company has developed a clearly defined strategy which gives them an edge over the competition.
Name:-
Date:20/11/2014
100%
20
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Other Services: 
<p>Strategic Planning, Growth Accelerator Coach, Dealing with Cash Flow issues, Banking and Corporate Finance, Exit Planning</p>
Falling sales were addressed with the implementation of a Sales & Marketing strategy that included an analysis of the market. This identified a lucrative vertical market which was promptly attracted through a modest investment in an updated web site, the mailing of a new Company brochure and an e-mail campaign. New business sales reached record levels within 6 months.
Name:Anonymous
Town:-
Date:17/08/2015
100%
20
Service(s) Provided: Strategy, Marketing and Sales, HR advice, Sales & Marketing Strategy, Tax advice, Exit strategy
Show / Hide Case Study

Description: Engineering company Rotating Maintenance Services Ltd have been using Planned Consultancy Ltd for all aspects of marketing. This case study provides a summary of the services delivered and how Rotating Maintenance Services Ltd benefitted by using Planed Consultancy Ltd.’s services.

Client: Rotating Maintenance Services Ltd  Supplier: Planned Consultancy Ltd
 

 

Rotating Maintenance Services Ltd
Tel: 01925 825330

 

Web: rms180.wix.com/rotatingmaintenance
Email: sales@rotatingmaintenance.com

 

About Rotating Maintenance Services Ltd Hire:

Rotating Maintenance Services is a family owned business, established in 1988 by director Alan Dobson.Located in Warrington close to the motorway network; we are conveniently placed to provide a unique service to the North West and other parts of the country.

The firm repairs and maintains all rotary equipment, from pumps to valves and fans; offering in-house testing in addition to other ancillary services. We undertake work on site, with a collection and delivery service if required; until the plant is fully functioning. RMS uses traditional methods and values whilst still keeping update/pace with modern engineering skills. We go above and beyond to meet client's requirements.

With a combined experience of over 100 years, our employees are one of our greatest assets. Clients can be assured that the staff are specialists in their chosen field.

Why did Rotating Maintenance Services Ltd need marketing advice?

Rotating Maintenance Services whilst profitable was experiencing a number of issues that collectively were damaging the business. This included a troublesome employee, a falling order book, a complex financial position and an exit plan that hadn’t worked.

How did Planned Consultancy Ltd help Rotating Maintenance Services Ltd address their search engine marketing issues?

Our HR specialist was consulted who explained that the employee had already committed offences serious enough to warrant dismissal. A disciplinary meeting was arranged but the employee left before the meeting took place. The falling sales were addressed with the implementation of a Sales & Marketing strategy that included an analysis of the market. This identified a lucrative vertical market which was promptly attracted through a modest investment in an updated web site, the mailing of a new Company brochure and an e-mail campaign.

How has Rotating Maintenance Services Ltd benefited from Planned Consultancy Ltd.’s advice? 

New business sales reached record levels within 6 months. The financial position was resolved following advice from our tax advisor who recommended a tax efficient strategy for the removal of a significant cash deposit held within the Company. The previous exit strategy had failed due to the typical reliance of the business on the owner, his knowledge and contacts effectively were the business. A plan was agreed to introduce an ambitious new manager to the business with whom the owner could share, over time, this critical knowledge and experience, with a view to them then acquiring the business. This proved successful. However the business became a great deal more manageable and had flourished to a point that the owner chose to retain ownership for his children to run alongside the new Manager.

 

 

Rotating Maintenance Services Ltd
Tel: 01925 825330

 

Web: rms180.wix.com/rotatingmaintenance
Email: sales@rotatingmaintenance.com

 

Following discussions with the L and D team and a number of business managers, we designed and delivered half day workshops focused on key principles – clarity of goals and applying on a daily basis, prioritising and planning. This was supported by individual follow-up sessions in the workplace to ensure the principles were applied effectively to their role. The follow-up session was also used to help them use Outlook (organisational tool used by the whole organisation) more effectively in their day-to-day work. This programme was delivered to key teams – Sales, Marketing and Customer Services – and open workshops for individuals from different parts of the organisation.
Name:Anonymous
Town:-
Date:17/08/2015
100%
20
Service(s) Provided: Training, Training
Show / Hide Case Study

15-20% increase in productivity due to training by Planned Consultancy Ltd

Income Protection Provider

Products and issues: The company is one of the UK’s leading financial protection insurers; they sell Income Protection, Critical Illness cover and Life Insurance. They employ around 1000 people in administration and sales offices around the country. In 2010 new sales were up by over 20%.

Background: Successful and well respected by customers and the industry. Growing the business in 2011 and onwards required even more focus in a challenging economic climate.

Problem: Employees struggling to cope with increasing demands and workloads. Everyone was very busy and working hard but it was identified by the internal Learning and Development (L and D) team that some teams and key personnel found it difficult to keep all the ‘plates spinning’ and, if appropriate, which ones could be dropped.

Solution: Following discussions with the L and D team and a number of business managers, we designed and delivered half day workshops focused on key principles – clarity of goals and applying on a daily basis, prioritising and planning. This was supported by individual follow-up sessions in the workplace to ensure the principles were applied effectively to their role. The follow-up session was also used to help them use Outlook (organisational tool used by the whole organisation) more effectively in their day-to-day work. This programme was delivered to key teams – Sales, Marketing and Customer Services – and open workshops for individuals from different parts of the organisation.

Results: Programme is ongoing, but results and feedback so far indicate a 15-20% increase in productivity. Additional benefits are teams working in a consistent manner, feeling more ‘in control’ and generally less pressurised employees.

This programme was developed for a corporate organisation but the principles and personal coaching are relevant for all sizes of organisation and employees.

Phil Stanyer has a long and successful career as a Finance Director and Chief Executive in manufacturing, sales and distribution environments and now uses his knowledge and experience to help businesses grow and reach their potential whilst ensuring the underpinning corporate governance continues to build to reflect the needs of a growing business.

He now works with a wide range of business as he believes the success to every company is in developing the right attitude of everyone throughout from top to bottom.

He also works to rescue failing businesses by implementing difficult decisions - and can truly claim that he has NEVER worked in a company which has become insolvent during or soon after his involvement.