Triple EEE consultants are seasoned professionals and advice is based on real experiences, not theoretical case studies that have little relevance. Plans are developed according to the client’s goals and focused on leveraging the best of the staff and assets.
Typical work comprises four phases. Projects are tailored made to ensure that we develop solutions meeting specific needs of a company.
- Develop a downstream strategy
- Develop Business Improvement plans
- Develop pilots
- Implementation
This approach commences with training the key staff making the analysis and developing the strategy. Guiding and supporting the local staff developing business improvement plans and coaching the local staff with the implementation.
Phase 1 is typically lead by consultants from Triple EEE with support from the client. It will be a high-level review and validation of the relevant commercial areas, including competitor analysis. This will enable the validation or development of a downstream strategy strategy into a business implementation plans and the development of pilots (Phase 2 and 3). These phases are lead by Triple EEE but plans are develop by the client, while in phase 4 the client will be leading the project and Triple EEE role will be coaching and supporting. |
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- Retail
- Lubricants
- Business to Business (B2B)
- Organisational effectiveness
- Business processes
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- Network planning, including investment evaluation
- Site and shop lay-out
- Customer Value Proposition development
- Pricing
- Promotion
- Customer services
- Brand & communications
- Fuel portfolio (type of fuel, quality)
- Cards
- Non-Fuel retail
- Operations
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- Segmentation
- Lubes portfolio (no. of grades, formulation, etc.)
- Blending plant audit
- Pricing
- Brand & communications
- Customer Value Proposition development
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- B2B customer needs
- Sales channels management (RT, small bulk, large bulk, independents)
- Pricing
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There is not one formula or right way to manage a culturally diverse business. However, there are a number of factors, which contribute significantly to organisational effectiveness and, in turn, impact directly on business performance. The important element when looking at Organisational Effectiveness (“OE”) is that only through integration of three key components OE is achievable.
- Structure
- The effectiveness of the organisational structure and spans of control tailored to the cultural context. This includes the downstream organisational structure, accountability for decision making and clarity of roles and responsibilities.
- People
- Leadership skills and behaviours
- Competency System and training (including inter-functional and technical competencies within downstream)
- Integration and change skills
- Processes
- Business performance management
(including key performance indicators and human resources strategy)
- The processes and controls of the network, being key for the effectiveness of a retail organisation
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