1.  Group Leader :-
 Group Members :- Anamika Chauhan
Yashika Vala
Barot Shital
Sumitra Thakor
Krunal Khatri
Iqbal Baluch

2. ORGANIZATIONAL STRUCTURING
FOR GROWTH AND CUSTOMER
SERVICE

3. ABOUT COMPANY
In March 1998, a group of Trojan Technologies Inc.
(Trojan) employees grappled with the issue of how to
structure the business to effectively interact with their
customers and to manage the company’s dramatic
growth. The London, Ontario manufacturer of
ultraviolet (UV) water disinfection systems believed
that strong customer service was key to its recent and
projected growth, and had come to the realization that
changes would have to be made to continue to
achieve both simultaneously.

5. TECHNOLOGY
Since 1977, the company had specialized in UV
light applications for disinfecting water and
wastewater. In essence, Trojan’s products
killed microorganisms using high-intensity UV
lamps. Water was channelled past the lamps at
various speeds, based on the clarity of the
water and the strength of the lamps, to achieve
the required ‘kill’ rate. Trojan’s UV technology
had proven to be an environmentally safe and
cost-effective alternative to chlorination, and
was gaining wider recognition and acceptance.

6. Manpower Growth
3 50
Staff Size Year Wise
190
1000
1200
1000
800
600
400
200
0
1977 1992 1997 2003
Forecasted
Staff Size Year Wise

7. Actual and Projected sales after
10 20
Sales Revenue
50
70
300
350
300
250
200
150
100
50
0
1991 1994 1997 1998 2003
Forecasted
Sales Revenue
1997

8. PRODUCTS
Growth in the coming year would be driven by increased
sales of the wastewater disinfection products in both
current and new geographic markets. In the longer term,
new products such as the AIR 2000™, which was to use
UV light with an advanced photocatalytic technology to
destroy volatile organic compounds in the air, were
expected to further Trojan’s sales growth. Products were
typically assembled from component parts at Trojan
head office. The complexity of the product design,
manufacture and service arose from the integration of
skills in electronics, biology, controls programming and
mechanical engineering. The company owned patents
on its products and was prepared to defend them to
preserve its intellectual capital.

9. CUSTOMERS
Trojan sold its wastewater treatment products to
contractors working on projects for municipalities or
directly to municipalities. Typically, the process involved
bidding on a project based on the Trojan products
required to meet the municipality’s specifications, and,
therefore, engineering expertise was required as part of
the selling process. and, the sales and marketing
function was critical to the company’s success. However,
for marketing to be effective, this new technology had to
be well-supported.

10. INTERACTION WITH
CUSTOMERS
PROCESS
QUOTE/BID PROCESS
CONFIGURATION OF PROJECT STRUCTURE
PROJECT SHIPMENTAND SYSTEM
INSTALLATION
TECHNICAL SUPPORT AND
WARRANTY CLAIMS
PARTS ORDER PROCESSING

11. CUSTOMER SUPPORT IN THE
EARLY DAYS
In the 1980s and early 1990s, when Trojan had less than 50
employees and worked on a limited number of wastewater bids
and projects during the course of the year, customer support was
a collective effort across the entire company. In fact, it was not
unusual that virtually everyone in Trojan knew the details of all
the major projects in process at any given time. There was a
common knowledge base of customer names and issues, which
resulted, in De Vries’ words, in an ‘immediate connectivity’ to
the job at hand. At times, during those early days, there were as
few as two employees in a ‘department.’ Under these conditions
every project received immediate and constant attention from
start to finish, ensuring the customer was satisfied and potential
issues were addressed in a proactive manner.

12. CHALLENGES CREATED BY
GROWTH
PROJECT ENGINEERING
SERVICES

13. No defined job description and dual
roles
 No clear reporting system
 No formal training system
 No differentiations of job requirement
within the department.
 Anyone who had some experience in
one technology was considered as
Specialist
 Product line expansions
 Loosely defined departments with no
coordination
 Customers need to interact with at least
4 different departments during various
stages (Customer Service)
 Too much travelling caused “burn-out”
Limited promotion and role development
opportunities

14. SOLUTION
Immediate need for re-structuring
Facilitate co-ordination between departments
Create specific roles and job-descriptions
Put a formal induction system in place
Communicate the career plan to employees
well in advance

15. STRUCTURE
Regional Office
• Installations
• Customer Service
• Marketing
• Sales
• Product Engg.
Central Head Office
- Top management
- Central knowledge base
- HR and training
- Central call center
Regional Office
• Installations
• Customer service
• Sales
Regional Office
• Installations
• Customer Service

16. Central Head
Office
Regional
Office
Regional
Office
Regional
Office
Regional
Office
Regional
Office
Delivering the benefits

18. BIBLIOGRAPHY
Cases in Organizational
Behaviour(2009), Gerard H. Seijts,
sage publication India pvt.ltd
From Trojan 1998 annual report.
The information in this section was
primarily gathered from Trojan 1997
annual report.
http://www.trojantechnologies.com
http://trojanuv.com/