strategies for success 39 Client case studies:
Look after your staff and customers
Sun Mark
Sun Mark specialises in the export and distribution of supermarket (FMCG) products to emerging markets around the world, marketing both its own brands and those of multinational companies such as Unilever, Cadburys, PepsiCo and Nestle. The company has been presented with the Queen’s Award for Enterprise for four consecutive years, an unprecedented achievement and recognition of Sun Mark’s exceptional growth in the face of the world’s economic and political turmoil. Sun Mark founder and chairman Dr Rami Ranger (pictured) was awarded the MBE in 2005 for his significant contribution to British business and the Asian community.
Dr Rami Ranger has risen from life in a refugee camp to head a company with a £150 million turnover, serving customers in more than 100 countries. His simple business advice to the Barclays invited audience was: “Always start from a firm foundation. There are no short cuts. Look after your staff and customers. Their success is your success.”
Through close relationships and strategic alliances with manufacturers, distributors and ultimately customers, Sun Mark has built a world-class business, explained Ranger.
Underpinning the Sun Mark operations is a culture based on traditional values, he proudly admitted – self-respect, empathy, a strong work ethic, and a desire to help the customer be happy and successful. “Your customer should never lose money because of you. I would rather lose money than lose the customer. I can make money back again but I can’t get the customer back. Temporary gains can be permanent losses in the long-run.”
Ranger said he had used existing publicity and awareness channels to promote his company – trade and industry exhibitions, government support (notably UKTI) – and replicated success wherever possible. “Have a vision of what you want to be, find a model and copy or adapt it.
“Hidden talent is no talent. You must tell the world about your business. Before you sell anything, you have to sell yourself. If business is not coming to you, you must go to the market, but put your products in the right market. Think global and not local.”
Industry knowledge is also vital. “You have to study medicine to be a doctor; study your industry in depth,” Ranger advised.
In his career he had always tried to do “more than the other guy”, to do his work in a better way. “If you are not fit for a small job, you won’t be fit for a big job.”
Good staff training was a key facet of Sun Mark: “Money is made through people, and one fire can light many candles.”
THE BUSINESS MAGAZINE – THAMES VALLEY – JUNE 2012
Positive dynamism and fine-tuned services
Rosevale Holdings
Since the founding of Rosevale Holdings in 2005, it has rapidly established itself as a leading provider of children’s day nurseries in the South East. A structured process of acquisitions and new- build developments has seen Rosevale grow to encompass 12 nurseries in 2012. The group attributes this success to a focus on delivering outstanding quality childcare for discerning professionals. By continually reinvesting in decor and equipment, customer’s expectations are exceeded, leading to highly effective word-of-mouth recommendation among parents. The result? Remarkably high levels of occupancy in spite of the current economic turbulence.
Peter Churchley (pictured), owner and CEO of Rosevale, said Sun Mark was a very different business to his own but both were plainly focused on customer satisfaction and growing competitive advantage through staff skills development and high service standards.
“We see our customers twice a day and we have got closer and closer to them since the recession. We’ve found out what we can do to help them and fine-tuned our services in response to this feedback to meet as broad a range of customers needs as possible.’
Rosevale is an accredited Investors in People business and this not only helped its professional image, but also assisted with recruitment and training programmes that support its business strategy.
“We have achieved a virtuous circle, where the more we invest in our staff and facilities, the more it reflects on our company performance.” Not only that, but by caring for peoples’ children, Rosevale has allowed their parents to go out to work – which can only be good for the UK economy.
Churchley agreed with Ellis Watson that expansion creates a positive culture and is important in a business, and a “positive dynamism” amongst his managers was key to Rosevale’s rapid success.
Asked, during a Q&A session about the recruitment of the right quality staff, Churchley explained that Rosevale had developed different profiles for specific roles, and job interviews very much looked at the holistic attributes of applicants. Recruitment tended to be very local to the nurseries – up to 10 miles radius – and background checks and comprehensive induction ensured the suitability of potential employees. “We actually don’t ever stop recruiting and have taken on 20% more staff in the last two years as the company has grown.”
Churchley added: “I used to think that the bigger the business got, the less time I would need to devote to it. It’s not true, but it is great fun!”
www.businessmag.co.uk
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