Our team comes from proven results across a wide range of industries. Our collective experience has been gained from actively managing our own businesses. We have successfully faced the issues that confront business on a daily basis. We have the people to help you identify issues and assist with implementation of changes. We are not just consultants. We provide more than advice. We take some accountability for delivery of the results.
Chris Reid’s depth and breadth of experience is what drives The Business Engine. He has worked across continents and in diverse industry sectors from transport to tourism. Chris understands the challenges that impact your business and shapes a comprehensive and unique plan that works.
From Austin 1300s to Boeings
– the untold story of DHL and the Kiwi who helped turn it into a global giant…
Chris’ new book is now available and is a real must read…
Watch Chris’ interview with Gerrard Smith on the TV Show The Beat Goes On. They talk about the role he played in growing DHL from humble beginnings into a major international company.
We can help improve your business through our effective review and implementation process. This may include marketing strategy, sales improvement, re-structuring and financial issues.
We start with your business plan and build a process around achieving the goals and aspirations for your business. If you do not have a plan we can help complete one.
We do not just write nice reports. We assist with the implementation of changes and take some accountability for the results.
To navigate the business world you need a clear and concise plan – objectives, actions and KPI’s.
Do you have a clear strategy and some unique selling points? Is this clearly communicated to potential customers?
There is always customer demand for quality. It beats price every time. Do you frequently measure your customer satisfaction?
Growth is the fundamental to achieving your business goals. Standing still is going backwards – you need a constantly running growth engine.
This is the profit driver. Is your growth profitable? Does your margin deliver an acceptable return after overheads?
Do you have frequent accurate management information? Are you reviewing this and using it to measure and manage performance? Are your staff involved with this?
