Trojan Technologies Inc.A case study

Members-

Amol Khadikar

Col. GSP Raju

Col. Girijesh Pandey

Kanishka Chakraborty

Lavanya Raj

Manoj kumar Singh

Parswati Das

Shashidhar Shenoy

Sourabh Mittal

History 1977: Trojan was established with a staff of three

with the goal of developing a viable UV wastewater disinfection technology.

1981: The first UV disinfection system (System UV2000TM) was installed in Tillsonburg, Ontario.

1991: The Second UV disinfection system (System UV3000TM) was installed and sales around $10 Million.

1993: Issue of IPO on the Toronto Stock Exchange and Branch office was established in the Hague, Netherland.

Continued…….

1994: Launch of UV disinfection system (System UV4000TM) and construction of new head office with sales exceeding $20 Million.

1995: Branch office was opened in California.

1997: Sales revenue increased more than $50 Million and staff size became 190.

Sales of Different products in 1997

93%

7%Waste Water Products:- System UV4000TM and UV3000TM

Clean water Products:- System UV8000TM and Aqua UV TM

Manpower Growth

1977 1992 1997 20030

200

400

600

800

1000

1200

350

190

1000

Staff Size Year Wise

Staff Size Year Wise

Forecasted

Actual and Projected sales after 1997

1991 1994 1997 1998 20030

50

100

150

200

250

300

350

1020

5070

300

Sales Revenue

Sales Revenue

Forecasted

Customer interaction process

Quote/bid process

Configuration of project structure

Project shipment and system installation

Technical support and warranty claims

Parts order processing

Issues No defined job description and dual roles No clear reporting system No formal training system Anyone who had some experience in one technology

was considered as Specialist No CRM in place Loosely defined departments with no coordination Customers need to interact with at least 4 different

departments during various stages Too much travelling caused “burn-out” Limited promotion and role development opportunities

Our Solutions/Recommendations Immediate need for re-structuring. Facilitate co-ordination between

departments. Create specific roles and job-descriptions

No juggling between roles Veterans are given preference

Put a formal induction system in place. Communicate the career plan to employees

well in advance.

Regional Office•Installations•Customer Service•Marketing•Sales•Product Engg.

Regional Office•Installations•Customer service•Sales

Regional Office•Installations•Customer Service

Proposed Organizational Structure

Implementing Changes Communicate well in advance

Assure these changes are not disruptive Make the employees see the benefit of changes Have regular one-to-one meetings with

employees to address their concerns Have a long term growth plan

Could target new markets based on this model Could have dedicated departments for different

product segments

Regional Office

Regional Office

Regional Office

Regional Office

Regional Office

Custom

er 1Custom

er 2

Customer 3

Delivering the benefits

Customer 4Customer 5

Customer focus

Regional office

Focal CSR

Customer 1

Customer 2 Customer

3

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