At the forefront of mobility, connectivity and globalization. They benefit and serve industrial firms, or they are disruptive at senseless precedent levels, or they will not be able to form part of the converging industries that are committed to incorporating digital technologies and introducing specialized and high-quality strategies.
To take into account the strong affection of the first materials and energy, such as natural gas, oil or electricity, which has affected the entire industry and the demand for goods in general.
In this context, it is of the utmost importance to have an organization oriented to the continuous optimization of operations and qualified for the best decision making. It will also be important to prepare their labor force for the future providing people with new qualifications to face any supply crisis or logistics collapse.
In a sector where digitalization and rapidity is the order of the day, DOT Consulting agrees that our clients are becoming organizations seeking to develop more agile working methods. Let's transform the organizations so that they continue to be able to assume the maximum result.
Operational ability. In this way they will adapt to hyper-competition, working collaboratively and innovatively to establish the next level of performance.
ur client is a business group whose activity focuses on the design, manufacture, installation and maintenance of mobility solutions, such as lifts, escalators, ramps and corridors.
Its activity extends to 13 countries. In 2021, it closed the year with a turnover of more than 800 million € with the aim of exceeding 900 million € in turnover and 6,000 employees in 2022. The expansion plan defined to reach a figure of business close to 1,200 million € in 2030 with a workforce that would amount 7.300 employees.
Our client was in the middle of the process of integrating three companies in the United Kingdom, each one with a different culture and numerous problems in billing clients. There was a lack of common criteria, and different management systems co-existed without a standard procedure. On the other hand, it was an inefficient system that generated a delay in the collection of 2.5 million Pounds.
65% of non-payments originate from internal problems regarding lack of information. In addition, there was no central billing department, and having the origin in 3 different companies, there were problems in harmonizing the accounts.
The challenge DOT faced consisted of the implementation of a standard billing system in all the companies of the UK subsidiary.
The operating model of the teams involved in billing processes was optimized through the modernization of the organization and the use of technologies offered by the market.