DAGARD
OPERATIONAL AND ORGANISATIONAL ISSUES As part of the interview process, a number of organisational and operational issues were identified. To ensure clients have confidence in the business, Dagard’s current or future ability to resolve these issues was identified as a key message for both the tagline and value proposition.
Summary key concerns: Delivery delays; poor communication; disjointed structure; brand confusion; reactive mindset; lack of agility; price sensitivity; workforce challenges; weak site knowledge/ understanding; comparison with competitor strengths.
Analysis of these challenges can be used to inform future planning in organisational development, internal training, branding, customer service and product strategy.
Delivery delays Repeated criticism of slow delivery times.
Sample feedback: •
“We don’t communicate enough.”
Full-service model often cited as causing bottlenecks and inefficiencies. Customers want certainty and clear timelines — Dagard often falls short. Sample feedback: • “Customers complain of delivery delays.” • “Slow response to problems.” • “Install quality suffered post-COVID.” • “Summer production issues.” • “Delays in delivery and reactive communication follows.” Internal communication and structure Teams are described as “disjointed,” with unclear roles and narrow communication channels. Information is frequently lost or delayed due to the need for internal consultations. Language barriers and a lack of empowerment within teams lead to poor responsiveness.
• “We wait to be contacted instead of leading.” • “Tech manuals are outdated.” • “No one outside France sees us as international.” Training and knowledge management Sales and business development teams lack consistent understanding of the brand and product. Global product knowledge and commercial messaging are disjointed. Urgent need for a standardised training programme and clearer internal messaging. Sample feedback: • “Old marketing material and out-of-date technical documentation.” • “Lack of marketing innovation and proactive outreach.” • “Limited visibility in consultants’ libraries and spec sheets.” Lack of agility and innovation Perceived as slow, reactive rather than proactive. Organisation seen as traditional or even “lazy” in product development. Limited rollout of new products or enhancements at the pace industries demand. Clients believe Dagard could lead on sustainability or regulation but fails to act fast enough. Overly broad product range Having too many options may dilute brand clarity and lead to internal inefficiencies. Some competitors offer more specialised solutions, which can appear higher value for certain clients. Inconsistent global brand identity and brand confusion Dagard France is not seen internally or externally as a global entity. Poor international integration within the Purever Group; sense of isolation. Disjointed operations between regional entities (Italy, USA, Iberia, France etc). Customers and staff alike are unclear on what Dagard truly does; no clear core values brought to life internally. Lack of clarity on key segments, core offers and how the brand should be positioned. Sample feedback: • “Feels like my grandparent’s brand.” • “No one knows what we actually do.” • “Logo and tagline say nothing.”
Sample feedback: Sample feedback: •
“Internal teams don’t speak to each other.” “Too hierarchical, no empowerment.” “Still stuck in ‘factory-first’ mindset.”
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• “Brand is outdated and not customer centric.” • “Internal communication is fractured and there’s inconsistent messaging.” Resource constraints Insufficient staffing to meet workload demands. Complaints about lack of people needed to do the work. Technical and operational resources are not always aligned to project scale or market opportunity. Customer service gaps Poor proactivity in communication; clients must chase Dagard for updates, even when teams are already working on solutions. Clients would prefer Dagard to be more upfront about delays and potential issues. Inconsistent after-sales service across regions (e.g. stronger in Iberia than France).
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