GFC

Organisation Background

Geraldton Fishermen’s Co-operative (GFC) was established in the 1950’s by a small group of fishermen with a vision to market their own quality lobsters worldwide. Over 60 years later the commitment, expertise, and teamwork of this evolving group of fishermen, directors and staff has made GFC the largest processor and exporter of rock lobsters in the world today. GFC aims to deliver the highest possible levels of service to its members and clients, to create the best premium quality lobster products in the world, and to create the maximum value from this resource.

 

The Journey

Over the last decade, there have been many changes to the rock lobster industry, namely the introduction of a quota system by West Coast Rock Lobster (Managed) Fishery, and the development in the Chinese export market. These changes forced new business strategies. At the core of the new business strategy was to the implementation of a Customer Relationship Management system, which could monitor market shares and manage communication with members.

 

The project had two main focuses; consulting, and reports and data. The consulting aspect occurred at the beginning of the project. The Illuminance team conducted an analysis of the business processes and software used by GFC. This provided an opportunity to make suggestions and ideas regarding how these business processes were conducted. Suggestions were made that would align business processes with the new software once it was implemented. Although only suggestions, these influenced the change of business processes to make them more efficient.

 

The second focus was reports and data, which occurred later in the project cycle. GFC had expanded the reach of their report and data, as well as expanded their team. Although expansion is a sign of growth, it resulted in some inconsistencies due to varying levels of experience with the software. In response to this, the Illuminance team analysed reports and data to identify any issues. GFC and Illuminance then worked together to identify if there was an inconsistency, and to develop processes to minimise any future issues. This collaboration ensured the data was accurate and that staff were consulted to develop these process guidelines.

 

The resulting software was a CRM that was aligned with business changes. The software facilitated a range of activities crucial to their new business strategy, including contract management, quota monitoring, marketing communication, member services, shares management and payment management. This centralised data system ensured data could be collected and stored, and reports could be conducted when making business decisions.

 

Notable Outcomes
  • Business process analysis and recommendation
  • Consistent data and reports
  • Formulated data and reports guidelines
  • Implemented new CRM software that facilitated contract management, quota monitoring, marketing communication, member services, shares management and payment management