A large company belonging to an international energy group includes in its business plan the goal of growing over the next 6 years to double its turnover. In support of this goal, the Company chooses to rely on PRAXI to assess whether the necessary external and internal conditions exist to achieve this goal.The Total Commercial Audit was created and structured to respond quickly and effectively to these needs.
Background
A Spanish energy company, belonging to a large French Group, includes in its Business Plan challenging goals of integrated growth, to go from 320 million in sales to 600 million within 4 years.
PRAXI’s intervention, in the first phase, must provide top management with all the elements to support the objectives set by the company, i.e., assess the real potential in the Spanish market for energy efficiency services, and identify the main axes on which to build future growth.
The project consists of three parts: in the first phase of the work, the main competitors are identified, mapping their market positioning. At the same time, criteria begin to be defined to give a real value to the potential energy demand on Spanish territory, broken down by Comunidad Autonome (CC.AA.).
To estimate potential energy needs, the target audience is segmented according to different energy needs between industry, tourism, healthcare, shopping centers, museum and sports centers, ports, airports, school and municipal buildings. The company’s sales and budget data are also analyzed, from which interesting suggestions emerge. The Audit is supplemented with qualitative research aimed at Prospects and Customers of the energy company to investigate perceptions of the service offered, desires, and critical factors of choice.
Results
The Total Commercial Audit makes it possible to validate with numerical data the possibility of considerable development for energy efficiency, confirming the rationality of the growth targets set.
The detailed analysis carried out brings out the Company’s crucial nodes, strengths and areas for improvement.
Three strategic axes are thus outlined for action:
– the opportunity to create a comprehensive offer, not fragmented for different organizational units
– the differentiation of the offer based on the target
– the implementation of a consistent and organic business model at the national level.
Now the company has entered the second phase of the strategic project, which involves drafting a marketing plan to turn the identified strategic lines into actions, thus taking a concrete step toward the set goals.
