Trojan Technologies Inc. A case study Members- Amol Khadikar Col. GSP Raju Col. Girijesh Pandey Kanishka Chakraborty Lavanya Raj Manoj kumar Singh Parswati Das Shashidhar Shenoy Sourabh Mittal
History 1977: Trojan was established with a staff of three with the goal of developing a viable UV wastewater disinfection technology. 1981: The first UV disinfection system (System UV2000TM) was installed in Tillsonburg, Ontario. 1991: The Second UV disinfection system (System UV3000TM) was installed and sales around $10 Million. 1993: Issue of IPO on the Toronto Stock Exchange and Branch office was established in the Hague, Netherland.
Continued……. 1994: Launch of UV disinfection system (System UV4000TM) and construction of new head office with sales exceeding $20 Million. 1995: Branch office was opened in California. 1997: Sales revenue increased more than $50 Million and staff size became 190.
Sales of Different products in 1997
Actual and Projected sales after 1997
Customer interaction process Quote/bid process Configuration of project structure Project shipment and system installation Technical support and warranty claims Parts order processing
No defined job description and dual roles
No clear reporting system
No formal training system
Anyone who had some experience in one technology was considered as Specialist
No CRM in place
Loosely defined departments with no coordination
Customers need to interact with at least 4 different departments during various stages
Too much travelling caused “burn-out”
Limited promotion and role development opportunities
Our Solutions/Recommendations Immediate need for re-structuring. Facilitate co-ordination between departments. Create specific roles and job-descriptions No juggling between roles Veterans are given preference Put a formal induction system in place. Communicate the career plan to employees well in advance.
Proposed Organizational Structure
Implementing Changes Communicate well in advance Assure these changes are not disruptive Make the employees see the benefit of changes Have regular one-to-one meetings with employees to address their concerns Have a long term growth plan Could target new markets based on this model Could have dedicated departments for different product segments