Trojan Technologies case study
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Trojan Technologies case study
- 1. 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
- 2. 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.
- 3. 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.
- 4. Sales of Different products in 1997
- 6. Actual and Projected sales after 1997
- 7. Customer interaction process Quote/bid process Configuration of project structure Project shipment and system installation Technical support and warranty claims Parts order processing
- 9. No clear reporting system
- 10. No formal training system
- 11. Anyone who had some experience in one technology was considered as Specialist
- 12. No CRM in place
- 13. Loosely defined departments with no coordination
- 14. Customers need to interact with at least 4 different departments during various stages
- 15. Too much travelling caused “burn-out”
- 18. 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
- 20. Customer focus
- 21. Thank You
Notas do Editor
- Decentralization of organization into “well-defined” departments like Installations, Customer Support, Product Engineering, Marketing, Sales, etc. Opening up of dedicated regional offices with each having relevant departments of their own. Suppose the region has high sales – then only a installations and customer support. Each having specialized teams for municipal/industrial and residential UV products.Once clear cut teams are established, we need to facilitate co-ordination between them by having a central database/knowledge sharing portal where everyone shares their knowledge and ‘best-practices’Now that teams are established and co-ordination is established, there should be clear job-description for each role and juggling between roles should not be allowed.There should be a formal induction/apprenticeship in place where new-joinees are given complete training and hands-on sessions regarding their future rolesInspite of all these changes, employees will be motivated to work if their growth plans and opportunities available are clearly communicated.
- Since these are huge changes, these need to be communicated to the entire organization well in advanceThese changes will lead to concern and fear among employees about lay-offs and salary cuts. Hence, assuring that these changes are for the betterment of the organization will assume importance. Refer next slide for this2. These changes will also be flexible enough to sustain growth for the long term. Hence, there should be a long term growth plans with target markets segments defined