Relocating the Sales Team: A Strategic Move

This case study outlines the strategic decision to relocate part of a company's sales operations from Luton, UK, to Durban, South Africa. The primary objective was to address the challenge of sourcing high-quality staff to resource and place general practitioner doctors and nurse practitioners in NHS surgeries across the UK. The relocation significantly improved performance, quality, and cost efficiency.

Background

The parent company faced difficulties recruiting and retaining enough skilled staff in Luton to resource healthcare professionals and place them in NHS surgeries via their agency. In response to this shortage, we partnered them with a Business Process Outsourcer (BPO) in Durban.

Achieved Project Objectives:

Recruited and trained thirty staff members to provide general practitioner doctors and nurse practitioners for NHS surgeries.

• Mapped and streamlined As-Is processes to ensure seamless transition and integration of the new team.

• Delivered comprehensive sales and systems training to the new team onsite in Durban.

• Trained a training team to deliver future training as the team grew.

• Improved performance and quality within six weeks of the operational process.

  
  

Implementation: The project involved several key steps:

• Partnership with BPO: We collaborated with a reputable Business Process Outsourcer in Durban to source and install the new team.

• Process Mapping: Mapped the As-Is processes at their home office in Luton to identify inefficiencies and areas for improvement. So that both offices were aligned training for the UK team followed before transposing to the new South African team.

• Training and Development: Developed and delivered relevant process, sales and systems training programs to the new team onsite in Durban, ensuring they were well-equipped to handle their responsibilities. Trained a trainer and line manager to be able to deliver future training as the team grew.

• Coaching and Mentoring: Provided ongoing coaching and mentoring to support the new team in their roles.

  
  

Results: The relocation project yielded remarkable outcomes:

• High-Quality Team: The new team in Durban demonstrated exceptional engagement and delivered results that outperformed the home team within six weeks. With the installation of CSAT reviews, customer satisfaction also improved.

• Cost Savings: The relocation reduced the team’s salary bill, contributing to overall cost efficiency compared to a team of the same size in Luton.

• Uplift in Quality and Performance: More importantly, the team's quality and performance significantly improved, ensuring better service delivery to NHS surgeries and service to the healthcare professionals involved.

  
  

Conclusion: The strategic relocation of part of the business operations to Durban proved successful. It addressed the challenges of staffing shortages in the UK while enhancing overall operational efficiency. The new team’s performance and quality uplift underscore the value of this initiative, making it a model for future organisational strategies.