15RADICAL SPORTSCARS |
BEST PRACTICE REPRESENTATIVE 2018
Monitoring change
For the first time, I could see what
was going on in the business on a
day-to-day basis. Performance is now
measured using a range of highly visual
and easily interpreted key performance
indicators that contain the vital
management information needed
to facilitate decisions and take early
corrective actions to keep operational
performance on track.
Employee involvement is vital. This
key information is shared with the
workforce to ensure they remain fully
engaged in managing the process.
The turnaround consisted of a series
of small improvements that each
addressed and ultimately remedied
a form of waste, while gradually
producing a measurable improvement
in business operational performance
that employees could see, be involved
in, and understand.
Underpinning the business
and managing growth
It was clear from the start that no one
thing alone would get the Radical
business back on track. Initially, our
priority was to tackle purchasing and
methods of manufacturing.
I have never been afraid to bring
in outside help to bring about
change; key to our success was the
appointment of Brian Farrington Ltd,
whose advice proved invaluable during
the transition. They helped to ensure
that commercial risk was minimised
through best practice contract
negotiation.
Radical Sportscars, however, is
essentially a marketing-led company,
selling a dream to people who have
the money to undertake what some
Formula One drivers have called “a
unique motor-racing experience”.
Radical customers expect the best from
both the cars we manufacture and the
overall racing experience we create at
Radical Championship events all over
the world. This is a claim supported
by the one million-dollar prize for the
winning driver in the Radical Australian
Series, which is fronted by ex-Formula
One driver Alan Jones.
To drive this part of the business, I
sought the help of a marketing agency,
the White Agency, to work alongside
our in-house marketing team. They
helped to ensure best practice in the
key areas of social media, internet
presence, customer communication
and the general brand marketing
across the world.
I also appointed a marketing director
with motorsport experience, and new
sales staff who now work within a
more structured environment, working
to clearly defined targets; these are
closely monitored on a weekly basis.
The future
The future now looks bright. The
company is now back in profit and
order books are full three months in
advance. We are market leaders with a
presence on five continents, exporting
to Europe, China, Australia, Korea,
the UAE, Kuwait, the USA, Chile,
Argentina, Sweden and Switzerland;
the Radical brand is growing fast.
We are market
leaders with a
presence on
five continents
“
“
Radical Sportscars team
Rt Hon The Lord David Blunkett
Rt Hon The Lord Eric Pickles
