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How Häfele built business acumen and
cross-functional collaboration
Häfele is a German firm with a presence in over 150
countries. It manufactures furniture fittings, architectural
hardware, electronic locking systems and technical hardware.
Häfele India’s customers (operations since 2003) include the
furniture industry, interior designers, hardware dealers,
building developers, architects and planners.
In early 2014, target achievement rates hovered around 80%
for managers across the country. Häfele improved
performance significantly, by empowering its senior
managers with financial acumen and a cross-functional
perspective.
COMPANY
Häfele India
INDUSTRY
Furniture fittings, architectural hardware etc.
ENPARADIGM INTERVENTIONS
Leadership Simulation WorkshopTM, Feb 2014
PARTICIPANT LEVEL / FUNCTIONS
Middle-senior managers and region heads / across all
functions
BUSINESS CHALLENGE
In 2003, Häfele formalized its
presence in India (after a liaison
office in 2001). Since then, it has
grown from a few employees to
a headcount of over 180
personnel across more than 15
location.
At regular intervals, the
company reinvented itself to
stay in-sync with the market – in
headcount, marketing spend,
distribution strength,
showrooms etc. In early 2014, it
was time for the next round of
reinvention – this time at the
manager level.
Jurgen Wolf, the Managing
Director, wanted his managers
to acquire financial acumen and
understand how their decisions
– 110% sales target achievement through scientific forecasting
– 10-15% decrease in receivables with acute financial awareness
– 100% advance payment from hospitality customers
– Vendor credit period increased from 45 to 60 days
Business
Results
www.enParadigm.com 1
| enParadigmCLIENT STORY: HÄFELE
BUSINESS ACUMEN, CROSS-FUNCTIONAL COLLABORATION
How Häfele built business acumen and
cross-functional collaboration
Impact other functions. With
help from Padma Gupta,
Director, HR, a Leadership
Simulation WorkshopTM was
conducted for Häfele’s middle-
senior managers in February
2014. These are some results
reported by the participants in
the five months since.
RESULTS
Increased sales: Accurate
forecasting and commercial
acumen have improved sales,
with most regions achieving
110% of targets, up from well
below 100% a few months ago.
“After this workshop, I have
achieved 110% of my sales
targets.”
- K Balasubramanian
Regional Manager, Trade &
Franchisee
Tracking financial impact:
Front-line departments like
sales and design are also now
financially aware – leading to
increased scrutiny and prudent
decisions at every level.
Credit cycle improvements:
Acute awareness of financial
impact has helped reduce
customer-side credit cycle by up
to 25% in some cases, and
outstanding debtors by up to
60%.
Inventory and product-mix
improvements:
Accurate forecasting techniques
have helped trim inventory
management and also make it
more responsive, as required in
the high-margin, luxury-goods
industry.
Cost savings complementing
operational effectiveness:
With a keen focus on cost
savings across functions from
HR to customer support,
operations have not only
become more efficient, but
more effective as well.
“Earlier, my technicians
used to visit customers
directly to resolve issues, but
now they first probe for the
root cause and try to solve
the problem over the phone.
This saves time for all
concerned, and money for
us.“
- Abhijeet Pawar
Manager, Technical Support
“By coordinating employees’
requirements through
phone and email, we are
saving up to 50% on travel
and flight fares.”
- Dominic Silveria
National Manager, Admin.
| enParadigm
“I now understand cash flow and P&L. Now I take
almost 100% advance from customers but offer a 2%
discount in return. I have cracked 4 projects this way.”
- Praveen Ray, Regional Manager, Projects and Hospitality, on how financial
acumen helps him acquire large accounts.
“The outstanding in my
vertical DSO (days sales
outstanding) was 61-62
days, but now it has
reduced to 52 days. My
target by the end of this
year is to bring it down 50
days.”
- Vikrant Pathare
National Manager, Lighting
We are a company of business experts and IIM
Ahmedabad alumni, helping senior leaders
transform themselves through simulation-based
programs with measurable business impact.
www.enParadigm.com
© enParadigm Knowledge Solutions LLP. All rights reserved
All client collateral is trademark of respective companies
enParadigm
TM
CLIENT STORY: HÄFELE
BUSINESS ACUMEN, CROSS-FUNCTIONAL COLLABORATION

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enParadigm Case Study - Hafele

  • 1. How Häfele built business acumen and cross-functional collaboration Häfele is a German firm with a presence in over 150 countries. It manufactures furniture fittings, architectural hardware, electronic locking systems and technical hardware. Häfele India’s customers (operations since 2003) include the furniture industry, interior designers, hardware dealers, building developers, architects and planners. In early 2014, target achievement rates hovered around 80% for managers across the country. Häfele improved performance significantly, by empowering its senior managers with financial acumen and a cross-functional perspective. COMPANY Häfele India INDUSTRY Furniture fittings, architectural hardware etc. ENPARADIGM INTERVENTIONS Leadership Simulation WorkshopTM, Feb 2014 PARTICIPANT LEVEL / FUNCTIONS Middle-senior managers and region heads / across all functions BUSINESS CHALLENGE In 2003, Häfele formalized its presence in India (after a liaison office in 2001). Since then, it has grown from a few employees to a headcount of over 180 personnel across more than 15 location. At regular intervals, the company reinvented itself to stay in-sync with the market – in headcount, marketing spend, distribution strength, showrooms etc. In early 2014, it was time for the next round of reinvention – this time at the manager level. Jurgen Wolf, the Managing Director, wanted his managers to acquire financial acumen and understand how their decisions – 110% sales target achievement through scientific forecasting – 10-15% decrease in receivables with acute financial awareness – 100% advance payment from hospitality customers – Vendor credit period increased from 45 to 60 days Business Results www.enParadigm.com 1 | enParadigmCLIENT STORY: HÄFELE BUSINESS ACUMEN, CROSS-FUNCTIONAL COLLABORATION
  • 2. How Häfele built business acumen and cross-functional collaboration Impact other functions. With help from Padma Gupta, Director, HR, a Leadership Simulation WorkshopTM was conducted for Häfele’s middle- senior managers in February 2014. These are some results reported by the participants in the five months since. RESULTS Increased sales: Accurate forecasting and commercial acumen have improved sales, with most regions achieving 110% of targets, up from well below 100% a few months ago. “After this workshop, I have achieved 110% of my sales targets.” - K Balasubramanian Regional Manager, Trade & Franchisee Tracking financial impact: Front-line departments like sales and design are also now financially aware – leading to increased scrutiny and prudent decisions at every level. Credit cycle improvements: Acute awareness of financial impact has helped reduce customer-side credit cycle by up to 25% in some cases, and outstanding debtors by up to 60%. Inventory and product-mix improvements: Accurate forecasting techniques have helped trim inventory management and also make it more responsive, as required in the high-margin, luxury-goods industry. Cost savings complementing operational effectiveness: With a keen focus on cost savings across functions from HR to customer support, operations have not only become more efficient, but more effective as well. “Earlier, my technicians used to visit customers directly to resolve issues, but now they first probe for the root cause and try to solve the problem over the phone. This saves time for all concerned, and money for us.“ - Abhijeet Pawar Manager, Technical Support “By coordinating employees’ requirements through phone and email, we are saving up to 50% on travel and flight fares.” - Dominic Silveria National Manager, Admin. | enParadigm “I now understand cash flow and P&L. Now I take almost 100% advance from customers but offer a 2% discount in return. I have cracked 4 projects this way.” - Praveen Ray, Regional Manager, Projects and Hospitality, on how financial acumen helps him acquire large accounts. “The outstanding in my vertical DSO (days sales outstanding) was 61-62 days, but now it has reduced to 52 days. My target by the end of this year is to bring it down 50 days.” - Vikrant Pathare National Manager, Lighting We are a company of business experts and IIM Ahmedabad alumni, helping senior leaders transform themselves through simulation-based programs with measurable business impact. www.enParadigm.com © enParadigm Knowledge Solutions LLP. All rights reserved All client collateral is trademark of respective companies enParadigm TM CLIENT STORY: HÄFELE BUSINESS ACUMEN, CROSS-FUNCTIONAL COLLABORATION