Skip Navigation

Greenlite Group

The SME Productivity & Innovation Centre (PIC) at Edge Hill University delivers impact through an intensive fully-funded programme that helps established SMEs, with the vision and potential for growth, build a coherent business model strategy to scale-up.

Greenlite Group case study

Bob Hall  Managing Director – Greenlite Lighting  Solutions Limited (Greenlite Group)

“The Innovation Sprint Programme was a complete revelation for Greenlite Group. The SME Growth Experts put me at ease, and I embraced their exceptional knowledge, advice, and professionalism. They helped me look at the layers of my business and with their encouragement, we were able to implement these necessary changes, the business has now grown exponentially as a result of these changes.”

Bob Hall
Managing Director – Greenlite Lighting Solutions Limited (Greenlite Group)
Greenlite van outside the headoffice with Greenlit logo and branding

Business profile: Greenlite Group

Sector: Construction

Product/ service: Market-leading electrical installation and maintenance company providing efficient lighting, electrical, and energy solutions to businesses across the UK.

Size (by headcount): 53

Location: Blackpool

The challenges

Bob Hall, Managing Director of Greenlite Group entered the Innovation Sprint Programme to formulate a market penetration strategy for growth by increasing their market share. Supported by the SME Growth Experts, Bob realised the key to unlocking this was a new service solution underpinned by changes in the business model and internal processes. Improving the function of job roles, particularly account management of customers and line management of engineers will also improve consistency of business processes.

The opportunities

The key to unlocking the opportunity was the segmentation and analysis of the existing structure and processes in the business. This allowed Bob to identify that developing a service solution would meet unmet client needs, and improve profit margins by generating new recurrent revenue streams and maximising current customer relationships. By implementing these changes to the existing structure and processes, Greenlite will have the capacity to introduce a new service solution and improve the consistency of business processes.

The key changes

Throughout the early stages of the workshops, Greenlite recognised one of the key internal process changes needed to scale-up was clarifying the role of account management and line management of engineers to improve consistency of the service, this would allow them to develop the service solution to meet unmet client needs. By line managers focussing on engineers, they can ensure time is managed most efficiently and productively. This would also increase profit margins by generating new recurrent revenue streams. A new organisational structure was needed to underpin these changes and optimise operational efficiency. Once these job roles had been clarified, Greenlite mapped out a new customer journey and implemented this onto the CRM system.

The plan and outcomes

Greenlite used the latter stages of the programme to devise their Growth Action Plan for successfully embedding the business model changes and the new organisational structure to improve the productivity, profitability and efficiency of the business. As a direct result of the programme, Greenlite has created three new full time jobs, increased turnover by 102% and increased profit margins by 300%. This growth has given Greenlite the infrastructure to introduce the new service solution, iComply to ensure customer needs are at the forefront of their new strategy. Since the programme, Greenlite are also looking to recruit an additional 15 engineers to ensure they can meet the sales demand generated as a result of the programme.

Get in touch

Working in partnership with

Boost logo
Growth platform logo
european union logo
Northern powerhouse logo