Scaffolding Business - Standards and Ethical Practices - Marketing Assignment Help

Assignment Task :

Richard Abela:

Value propositions:

• Scaffolding business- having high standards & ethical practices
• Highly professional in a not so professional industry
• Takes safety serious, onsite procedures seriously
• International Board- attractive to future investors as it indicates having an international focus
• How stakeholders connect and interact is important- board attracts investors
• Make their own scaffolding- in China to Australian standards (selling in Canada and Holland now)

People-

• Senior managers are in Sydney minus 1 in china
• Hiring people who will take Oldfields to the next level (in the long term)
• Investing in structure & capacity-  What people do i need know to put add capacity and let us grow
• Appointment- international manager to help grow offshore (in Asia), then in the UK  (only able to think of this since Nov)
• Financial

Deferred Senior Loan Quote- 

• Ability to grow was limited due to details of previous “saving”
• Gone as of Nov 2019- can now grow (previously were constrained on how much they could spend)
• They are in the awkward middle ground- no one supports them at all (either large companies or mom and pop stores get support)
• Financing for mid-sized companies is very difficult in Australia
• Solution:  investors coming from other countries

Time Horizon-

• In Australia- often 6 months
• Announce their results every 6 months (Oldfields didn’t make any money first half of year- but its a marathon not a sprint)  
• Decision making will change depending on time horizon and pressure put on board and CEO- 6 months vs 3 years
• Do you invest in R&D?  Do you launch a marketing plan?  Do you accelerate a product launch?  Do you hire the manager you want?
• This pressure comes because it is a public company- if it is private, less time horizons
• Entire financial structure will change in the next 6 months that will change how it’s operated
• November- change of org structure
• Hasn’t changed much- but can now write 3-year plan in an unencumbered way
• Previously:  80% of free cash flow had to go to bank, 
• Doesn’t give short term kick, but affects long term
• Can invest again
• Changes will manifest itself over time

Stakeholders

• Shareholders- invested in business and been patient 
• New investor owns 51%
• All shareholders get same information
• Customers- receiving product & service
• Employees-
• Community around us- Campbelltown employer & employees also buy lunch, etc.
• Marketing
• Scaffolding- B2B relationship style marketing  (more profitable)
• High-risk product, need to be trusted to keep them safe
• Scaffolding is means to end- just focused on making process as smooth as possible
• Not a cool product, but a necessary
• Best service, in and out quickly, invisible to the customer
• Bad scaffolding- not bad product but bad service
• Paint- mass marketing (difficult, price per unit is low, lots of competitors, low entry barriers, 
• For a long time, relied on others to talk to customers
• Taking a more direct approach now
• Upsetting established channels- why?
• They weren’t doing much anyways
• They don’t have direct access either
• So many existing companies introducing home products, they are at risk of being forgotten if they don’t have the one to one relationship with customers

Future marketing

• One to one discussion with the end consumer
• 50% of the market is ignoring Oldfields

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