ENRS International

Group 9

Adarsha C Putti (PGP/16/61)

Anirudh Prasad(PGP/16/67)

Anurag (PGP/16/70)

Deepak Jangid(PGP/16/80)

Prateek Gupta(PGP/16/99)

About the company

• Environmental consulting firm having 70 offices worldwide, including 45 in the US• 1200 employees having expertise across 60 different technical disciplines• Gross sales of $220 million in 2000• Service Lines• Air Quality

• Water Quality

• Process Engineering• Due Diligence• Environment Health and Safety • Remediation/Integrated Site Closure• Capital Permitting/Impact Assessment• Other

Problem

Flat revenue figures

Low utilization rates

Tough market conditions ahead

Peterson’s solution

Weber’s Solution

Kelleher’s Solution

Anderson’s Solution

4 proposed solutions

Peterson’s solution• Reduce no. of employees

Pros: • Lower utilization in many CSC’s

Cons:• Lower utilization rates in most of the CSC’s• Can’t do more business with fewer people especially consultant positions

Anderson’s Solution Abolish the CSC system or to build a key account program

Pros: • Dedicated teams to concentrate on specific clients from which good revenues are

generated

Cons:• Difficulties in defining and handling the key accounts • Huge amount of restructuring involves high risk • Huge Transportation cost for handling accounts in other territories

Weber’s Solution Recruit Business Development Officers, BDOs

Pros: • Only job is to sell the company’s services• Compensation related to sales will limit the risk involved

Cons:• Raised questions about credibility as environmental consultancy needs more of a

technical approach• Seller-doers can also do this job who are already at low-utilization rate

Kelleher’s Solution Improve incentive system by including more subjective evaluations

Pros: • Will incentivize the seller-doers for taking more risks• Will motivate the employees by integrating various tasks

Cons:• How to tackle the subjectivity of the job• Consultants won’t be comfortable putting their paycheck in hands of CSC

manager

Recommended Solution

• Organizational Re-structuring

Region Client I Client II

A 30% 45%

B

C 70%

D

E 55%

F

G

Additional responsibility of cross-regional-selling to seller-doer of the region handling more revenue accounts of any client.

For Example: Client I has business with ENRS in two regions – A & C. The CSC/ Seller-doer of region C who handles 70% of the revenue coming from client I will have the responsibility of cross-regional-selling in other regions as well i.e. region B,D,E,F,G

Responsibilities of cross-regional seller-doer

• Arranging business acquaintance meetings (3rd type of meeting) of CSC/seller-doer in other regions with the client’s representatives in that territory

• Will play a role of liaison between the client and the respective CSC/Seller-doer

Rationale: Only 3 out of 12 regional CSCs are touching 60% utilization rate

Incentive: Formulate a suitable incentive for first deal clinched in each new region through his/her referral

Benefits: Incentives for the existing client-account holders to increase the revenue from that region to

gain the access of all the accounts in other regions as well Will lead to better relations among existing client-accounts and the respective CSCs across the

territories

Thank You