Leaseplan Usa: From Top to Bottom
Smart Business Atlanta › Vol. 4 Nbr. 10, September 2007
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Summary
"We had people saying, 'It will never sell,"' [David Dahm] says. "If they believe that it'll never sell, they'll never be able to sell it. We brought people in that said, 'OK, here's the product, here are the selling points of the product, and here's why clients would benefit from this product.' You've got people believing in that and understanding how that product would benefit the client. It's an easy sell then."
[...] Dahm was chief financial officer, but he had a plan, and once the board saw it, he was elevated to the top spot. To get results, Dahm had to lead the company through a period of intense change, which, among many things, consisted of switching up his management team, creating a strategy and getting buy-in for his plans.See the full content of this document
Extract
Leaseplan Usa: From Top to Bottom
Unlike some businesses, LeasePlan USA hasn't had problems growing. In fact, growth has come pretty easily, and the fleet management company's revenue hit $1.18 billion in 2006. But top-line growth isn't enough, and seven years ago, LeasePlan's shareholders made their wishes known - they wanted returns.
Despite revenue and market-share growth, LeasePlan USA's returns severely lagged behind the returns of its Netherlands-based parent company."Yes, we were growing the business and had a bigger balance sheet and all that, but our returns were either flat or going down, and that's a difficult ship to turn when you're going...See the full content of this document
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