Frokost.dk lander flot resultat
På trods af den generelle økonomiske afmatning og et meget svært marked for firmafrokostordninger, har frokost.dk i 2009 præsteret et resultat på 3,6 mil. ud af en omsætning på ca. 72 mil. På trods af en negativ omsætningsudvikling i det svære marked, har vi restruktureret forretningen til et overskud, som overgår forventningerne. Udviklingen i markedet og et øget prispres, sammenstillet med frokost.dks højere investeringsniveau, gør dog at vi ikke forventer at kunne præsentere et tilsvarende resultat i 2010.
I løbet af 2009 er teamet tilført nye stærke kompetencer, og består i dag af:
- et stærkt call-center af kundeservicemedarbejdere med merkantile, køkkenfaglige og serviceuddannelser og mange års erfaring fra blandt andet Falck, Radisson SAS hotels og Nordea, Frokostpartner og Restaurant Kong Hans
- et team af plejende sælgere, som laver face-to-face kundepleje, styrker kunderelationerne, laver mersalg og kundearrangementer. Vores kundeplejere trækker på uddannelser fra bla. sport & eventmanagement samt kundeservice og erfaring fra virksomheder som Nimb, Falck og ISS
- et velstruktureret new-bizz team som arbejder systematisk med aktivitetsniveauer, fokuserer indsatsen på de mest relevante segmenter og fine-tuner salgsprocessen. New-bizz teamet består bla. af tidligere ledende kræfter fra ISS og IDA Service.
- en direktion med bred international skoling og erfaring fra bla. Booz & Company, Corporate Value Associates og American Express
Teamets sammensætning afspejler frokost.dk’s direkte fokus på at fastholde eksisterende kunder og skaffe nye kunder.
Forventninger til 2010
I 2010 investeres i at udvikle og forbedre serviceudbuddet over for både kunder og køkkener.
Køkkenerne vil få yderligere redskaber, som hjælper dem til at levere bedre mad med endnu højere præcision og fleksibilitet.
Kunderne vil i løbet af 2010 få tilbudt yderligere services, og det forventes at kunderne vil nyde gavn af højere grad af kommunikation direkte mellem slutbrugere og frokost.dk. Services, som er under udvikling, inkluderer elektroniske menuer, online-bestillinger og ændringer samt medarbejderafstemninger om valg af køkken.
Med disse og andre investeringer, forventes frokost.dk at styrke sit unikke kundeværditilbud, forbedre markedspositionen og vinde en større markedsandel fra både route- og site-based konkurrenter.
Årsrapporten publiceres i nær fremtid.
Frokost.dk is nominated for two awards – vote now
At Rainmaking we are proud to announce that Frokost.dk has been nominated for the prestige’s e-commerce award. At the same time Frokost.dk find themselves nominated for the User-award, why we would like to encourage our visitors to vote for Frokost.dk here.
Thank you!
Increased Ownership of Frokost.dk
After 3 years good collaboration with Claus Meyer and Frank Halborg we have made an agreement to buy their shares in Frokost.dk. After the transaction Rainmaking now owns 85% of Frokost.dk. We are very content with the increased ownership as the company is in a positive development and has a very interesting potential.
Mads selected as CEO talent
Our senior business developer and interim CEO of our portfolio company Frokost.dk, Mads Mathiesen, has been selected as one of 8 CEO talents by Denmark’s most respected business newspaper BNY.
See the article at http://www.business.dk/article/20090313/nyhedsmagasin/90312049/&page=5
New CEO in Frokost.dk
During 2008 Frokost.dk has grown from 5.000 to 6.000 daily users and simultaneously the "engines" have undergone thorough tuning. CEO Thomas Rimington got to show off all his talents within economics, internal processes and logistics, and it paid off. Today Frokost.dk is probably market leading in getting the lunch out on time – something which was a vast problem for us a year ago when Thomas started. Timely deliveries have proved to be of great importance to our customers, and the customer satisfaction shows this clearly with a rise through the last year from 3,75 to 4,25 on a 5-point scale. We are obviously pleased about this development and are now able to shift our focus to the next goal of 4,5, where our customers are not only happy but deeply loyal and active ambassadors for the company.
Thomas has decided to look for new challenges – possibly in Rainmaking – and hence we have invited Mads Mathiesen to be our new CEO. Mads has been the senior business developer in Rainmaking and has impressed us deeply by his ability to execute, his constant focus on the wildly important and his admirable energy as well as his solutionbased approach.
Concurrently with the change of CEO the Rainmaking partners have decided to play a more visible and active role, as it is of vital importance that we sail Frokost.dk safely through the ongoing financial crisis. Last week we lost 100K on customers who went bankrupt, and there is a risk that the future might bring even more unpleasant surprises of that kind. Therefore we now turn our attention to the core business and focus on minimising potential losses on creditors, protecting the current customer base, and on earning money even in a scenario of cero growth in 2009.
Thank you to Thomas for the last year and many congratulations to Mads on the new challenges.
No more lunsj for Oslo
This Wednesday Rainmaking decided to end the test of our lunch concept in Oslo. I was one of the three dedicated people on this test, and it is with great regret to us all that we stop the trial phase.
Everything looked so good in the early summer and until the beginning of August: We soon got our first three customers, and as many of the visited companies showed great interest in our products and responded positively, we started to believe that we were on to something.
Unfortunately, there the picture changed. There is no doubt that the financial crisis has had an impact, but it is definitely not the full explanation for the lack of results. The crisis emphasised some differences between the lunch cultures in Copenhagen and Oslo, which not even we could cater for with our unique lunch concept. In Oslo people do not have the same expectations to their lunch as the Copenhageners. It is a small meal with no major importance to the Norwegians.
We tried all sorts of approaches:
1. Delivering free test lunches to potential customers
2. Maximum flexibility when changing between the kitchens
3. Various strategies for booking meetings and execution of sales meetings
4. A selection of both gourmet and mores simplistic lunches
But none of this helped. After two and a half month we had only four customers and a target of fifteen and therefore decided to end the test. Despite the result we are actually quite proud of the test period. We have carried out a highly professional and systematic examination of the market potential and have responded creatively and flexibly to the changes in market signals. Throughout the test period we kept working within the boundaries of the resource- and task limits that were set for the phase. Anyone who has worked with entrepreneurship will recognise this as being quite an achievement in itself.
So what did we/I learn?
1. Set clear goals for the test of concepts/projects
2. Keep a constant focus on the wildly important
3. Postpone costs which are not linked to the wildly important activities
4. Remain flexible and be willing to change your product portfolio
5. Keep an emotional distance to your product (kill your darlings, if necessary)