The Challenge

Theuma was established in 1963 by Marcel Theunis, who had built up a construction company involved in significant building projects. He faced a supply problem with respect to wooden interior doors and casings and decided to tackle the problem himself by going into production. At the end of the 1980s the company was sold, initially to a group of Belgian and later to a group of Dutch investors. Contacts with the son of the former owner, Eugène Theunis, illustrated that there was a considerable market for doors and casings. He had developed activities in the same sector in Germany. A management buy out in 2004 resulted in the integration of activities. Theuma now produces approximately 1 million doors and door casings every year and employs 200 people in Belgium and 100 in the Netherlands. In 2006 the company engaged a 3W® Plug In® Manager with a view to developing a European commercial policy. His task focused on the control of group sales and development of a structured approach. Until then different members of the management team had shared the responsibility for sales. A clear policy was lacking, also amongst members of the management committee. Theuma sells in the Benelux, Germany, France, Great Britain, Italy, Greece, Austria and Switzerland. At the beginning of his assignment the 3W® Plug In® Manager recorded a number of positive elements that could be used in the development of a commercial policy. One of these positive aspects was the product and market know how available in the company, combined with an unmistakable sense of enthusiasm.

The Approach

Once he had defined a general sales strategy, the 3W® Plug In® Manager built up a sales organisation focused on the Benelux. He set up an organisational coordination system, linked to a Total Service Concept, between internal and external departments. Because Theuma is focused on the professional market it is a business-to-business type of company, which supplies the timber trade, large joineries and OEMs (Original Equipment Manufacturers). Cooperation with large construction companies is a new element of the strategy. The company is also developing a new marketing policy by setting up a market information system and entering into new markets. The 3W® Plug In® Manager's intervention started with an in-depth assessment of all business aspects. He then supplemented the subsequent synthesis with a strategy based on earlier expertise. He set up an operational plan, closely monitored sales figures and developed the company's marketing system, with an eye on structures, policies and their control.

Quote

"The significance of 'sales' (and its organisation) is an essential element. In his capacity of Sales and Marketing Director the 3W® Plug In® Manager played an undeniable part in this company's successful turnaround" states Walter Bauwens, CEO and co-founder of 3W®.

The Result

2004 and 2005 were crucial years for Theuma. 2004 was the year of the takeover and 2005 the year of investments in systems, IT and a major reorganisation. 2006 saw a turnaround and concluded with a consolidated turnover of more than 33 million euro and a positive EBITDA (Earnings Before Interest, Taxes, Depreciation and Amortization). The market approach has changed: there are new, permanent employees and new commercial agents in Germany and France, for whom seminars, instruction and training is being organised. The prospects for 2007 are positive and further supported by favourable economic conditions. Management enthusiasm and the advancement of the available, albeit partly concealed, potential of the employees within the organisation are significant contributors to the successful completion of an assignment of this kind, with an eye on an eventual positive result.

The Client's Comment

"Finding a suitable commercial manager at a level appropriate for the Theuma Group was definitely not easy, particularly in view of the fact that the turnaround still had to be completed. Suitable traditional candidates are less inclined to get involved because of the high risk associated with the mission. The interim management formula, with a possibility of permanent employment following the successful completion of the assignment, is a feasible alternative."