OSE European has rapidly grown from a Newcastle upon Tyne-based courier service into an established international logistics company. Now with offices in Gateshead and Belgium, the firm is targeting £5 million in turnover this year.
In this case study, Managing Director Peter Hunt takes us through the company’s story, from its humble beginning to international success.
Every business, no matter how big or small, wants to grow its operations and increase its bottom line. Here at OSE European, we’ve found our path to business growth by forging our own space within the logistics industry. Hopefully our story serves as a template for success that you can draw inspiration from and apply to your own business.
In my opinion, the key to our dramatic growth has come from a focus on growing sales with our existing client base instead of on bringing in brand new customers.
Trying to get new business through the door with an active sales campaign takes up an incredible amount of resource and leads to inconsistent results. In our experience, putting this time and effort into providing an excellent level of service to your existing customers instead is a much more effective strategy for growth.
This strategy can lead to bigger, more prestigious contracts with your existing clients, who will simultaneously be more likely to give you a referral. It also helps you to establish a solid reputation within your sector, making sales a lot easier to come by a few years down the line.
When new business does come our way, we do everything we can to make sure levels of service don’t drop with our existing clients. The key to this is making sure we’re getting the most from our existing workforce by focusing on planning, training, and the proper implementation of both.
To make sure we’re getting the most from our staff, we carefully measure the metrics that have the biggest impact on our business’s performance. We then make sure the majority of our resources are going towards improving these key metrics to ensure our business is running as effectively as possible. If our staff need more training or better equipment to improve their performance in these areas, then we make it a priority to provide them with it.
Furthermore, we’ve had success with only expanding our workforce when our existing team starts to struggle to keep up with demand. Before we invest in new staff, we always see if it’s possible to fine-tune our processes rather than expand our workforce. Once you get a bit of success under your belt and have a bit more capital to play with, it can be easy to fall into the trap of seeing money as the answer to all your company’s problems. However, in our experience, maintaining an agile mindset throughout the growth process will set you up for the best chances of continued success.
We’ve found that growing our business this way has given us a clearer understanding of our customers’ needs as each year goes by. This has enabled us to offer an even better service to our core customers, which in turn has helped us grow our business even further.
You can set this virtuous cycle in motion early on by focussing on providing great service to your existing customer base, rather than putting too much time and attention into bringing new business through the door. You should also make sure you’re setting up internal processes that can easily be scaled throughout your journey.
This is how we grew from a local courier service to an international logistics company. Hopefully you can apply these concepts to your own company and see similar growth in your industry.