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We are a global management consultancy that delivers exceptional outcomes and sustainable change

Case Study

By switch­ing to a new way of work­ing, a South­east Asian multi-finance com­pa­ny achieved US$4.5 mil­lion in savings



Multi-finance com­pa­nies typ­i­cal­ly oper­ate in mar­kets where tra­di­tion­al banks may not pro­vide financ­ing to cer­tain cus­tomers due to their cred­it­wor­thi­ness, finan­cial his­to­ry, or oth­er fac­tors. These com­pa­nies pro­vide financ­ing for the pur­chase of goods and ser­vices, such as vehi­cles, home appli­ances, and elec­tron­ics, as well as by offer­ing per­son­al loans and cred­it cards.

The multi-finance indus­try is an impor­tant part of the finan­cial ser­vices sec­tor in many coun­tries, par­tic­u­lar­ly in emerg­ing mar­kets where access to cred­it is limited.

Our client is a lead­ing inde­pen­dent multi-finance com­pa­ny in South­east Asia, offer­ing loans to indi­vid­u­als and cor­po­ra­tions for the pur­chase of motor vehi­cles. Its par­ent com­pa­ny retails, dis­trib­utes, and rents vehi­cles as well as man­u­fac­tur­ing auto consumables.


We were brought in to con­duct an analy­sis in sev­er­al of the client’s branch­es, look­ing into the branch oper­at­ing mod­el, sales and col­lec­tion pro­duc­tiv­i­ty lev­els, and the effec­tive­ness of cur­rent process­es and con­trol system.

Some of the main find­ings were:

  1. There was no uni­fied branch oper­at­ing mod­el. Each branch was man­aged dif­fer­ent­ly with local­ly devel­oped man­age­ment tools.
  2. The sales and col­lec­tion fun­nel was not mea­sured and man­aged proactively.
  3. There was very lit­tle vis­i­bil­i­ty on branch-level activities.
  4. The Man­age­ment Con­trol Sys­tems (MCS) in the branch­es were not fit for purpose
  5. Poor plan­ning and lack of follow-up.
  6. Con­trol and report­ing is more focused on out­come, and not on what’s need to achieve the out­come effi­cient­ly and effectively.


As a result of these find­ings, we com­menced a 20-week project togeth­er with the client to achieve the fol­low­ing objectives:

  1. Define a mod­el for opti­mum branch operations
  2. Install mea­sure­ment and mon­i­tor­ing on dai­ly sales and col­lec­tion activities.
  3. Design and install MCS with plan­ning and review mech­a­nisms, based on dai­ly oper­a­tional indi­ca­tors and their asso­ci­at­ed KPIs
  4. Instil behav­iour­al changes that lead to sus­tain­abil­i­ty of all the list­ed objectives

The ini­tial 4‑week Focus Process® phase focused on iden­ti­fy­ing and qual­i­fy­ing oppor­tu­ni­ties for an opti­mum branch mod­el that would achieve the objec­tives. The project team imple­ment­ed the changes in a pilot branch before rolling it out into the 29 largest branch­es in three short sprints of one month each.


Branch staff and man­agers were trained with the new method­olo­gies to con­duct their day-to-day activ­i­ties more effec­tive­ly. They were also coached in con­tin­u­ous improve­ment prac­tices to ensure that each branch will con­tin­ue to devel­op and enhance its mar­ket­ing and col­lec­tion activities.

Some of the tools intro­duced by Renoir in the 20-week project include:


Allows super­vi­sors to plan their team visits 


Con­duct­ed sev­er­al times a day to ensure the dai­ly plan is attained. 


Super­vi­sors can review oper­a­tional issues with their team, uti­lize the time to coach them, and agree on solutions. 

All unre­solved issues are then esca­lat­ed to the respec­tive HQ depart­ments in week­ly review meet­ings to ensure faster issue resolution.

For these changes to be sus­tain­able, sys­tem­at­ic, and reg­u­lar audits were devel­oped and imple­ment­ed. These ensure that the new struc­ture and method­olo­gies were ful­ly under­stood, and that all staff would be able to increase productivity.


After 20 weeks, the fol­low­ing results were achieved.


Increase in pro­duc­tiv­i­ty for branch­es involved in project 

US$4.5 million 

Reduc­tion in uncol­lect­ed pay­ments with­in the first 2 months of implementation 

By sys­tem­at­i­cal­ly pri­ori­tis­ing dai­ly vis­its and mon­i­tor­ing, uncol­lect­ed pay­ments at the branch­es involved in the projects were reduced in both mon­e­tary amount and num­ber of accounts. These branch­es are now also col­lect­ing more accounts with high­er mon­e­tary value.

Dai­ly Review Meet­ings and Short Inter­val Con­trols improved the behav­iour­al lead­er­ship of both branch man­agers and super­vi­sors. Week­ly review meet­ings and action logs have improved com­mu­ni­ca­tions between the branch­es and headquarters.

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