Through our national Network of Affiliates, the following are examples of results that a few of our clients have achieved. While we developed and facilitated the process, these results were designed and generated by the employees of their respective organizations; therefore the buy-in was very high, the gains were maintained, and the satisfaction levels grew significantly.
Case 1: Aftermarket Auto Retailer
Challenges: High personnel turnover, unable to pay vendors, possibility of closing locations.
Action: Leadership development process for owner and Strategic Planning Process, which redefined the business and positioned the company for profitable growth.
Result: All locations remained in business and were profitable in several months. This client was able to re-negotiate term-loans due to the detailed business plan.
Case 2: Cable Company
Challenges: Competition was a major threat, little to no accountability from employees and leaders, miscommunication among staff.
Action: Sales development process for sales representatives.
Result: 260% increase in closing rate, dramatic increase in customer retention, and increased wages for staff.
Case 3: Construction Management
Challenges: Stagnant company growth—unable to grow beyond 100 employees
Action: Implemented Strategic Planning Process, Leadership development process for executives, Management development process for managers, and Team Leadership development process for Supervisors.
Result: Doubled staff in two years, turnover has been reduced, and annual revenue targets continue to be surpassed.
Case 4: Public Sector Call Center
Challenges: Average call wait time was 15 minutes, dropped calls averaged 50%, and employee attendance was poor
Action: Implemented Cycle Time Reduction process with a supervisor and a cross-functional team of customer service representatives.
Result: They went from 30,000 calls handled per month to 85,000, 15 minute wait times went down to 45 second wait times, dropped calls disappeared, and employee attendance increased by five weeks per person per year.
Case 5: Custom Printing Company
Challenges: The president wanted the staff to focus more on the customer, had production challenges, and jobs weren’t being completed on time.
Action: Customer Service development process for staff, Executive Leadership development process for the president, and Management development process for the production manager.
Result: Sales, productivity, liquidity, and profitability exceeded goals that were set for the year.
Case 6: Family Owned Electrical Contracting Business
Challenges: Company was struggling through an ownership transition from father to son. Bottom line results remained flat.
Action: Customer Loyalty development process for staff, Management development process for owner to facilitate succession.
Result: Bottom line performance exceeded expectations, achieved double digit growth in service side of business, and business growth enabled the acquisition of another business.
Case 7: Food Processing Equipment Manufacturing
Challenges: Leadership of organization was young and needed grooming, owner wanted sons to move into key leadership roles, and company was stuck at $10 million in sales for seven years.
Action: Leadership development process for key leaders.
Result: Grew to $16 million in sales.
Case 8: Healthcare Organization
Challenges: Organization was seeking leadership development for their senior team to help with their poor communication.
Action: Used D.I.AL.O.G. (organizational evaluation instrument) to bring additional alignment to organization, Executive Leadership development process for senior team, and administered Attribute Index to each participant to use to help with team building and collaboration.
Result: Communication improved, discovered who their high performers were and who was struggling, and shifted job responsibilities based on those facts.
Case 9: Insurance Company and Broker
Challenges: Company was in need of a Strategic Plan.
Action: Implemented Strategic Planning process, Executive Leadership development process, Management development process, and Leadership development process for staff members.
Result: Completed 95% of strategic plan initiatives, and the team is now functioning at a high level of alignment.
Case 10: Non-Profit Organization
Challenges: Pressure from internal and external financial obligations due to the downturn in the economy, increased competition, and they were suffering from lack in donations.
Action: Donor Loyalty Development process and administered Attribute Index to each participant so they could get a better understanding of themselves and the strengths to be improved upon throughout the development process.
Result: Organization began working together more strategically, key accounts were contacted and relationships were strengthened.
Case 11: Stock Broker
Challenges: He was disorganized, taking on too much work he was not good at, and was losing opportunities due to inability to delegate some of his responsibilities.
Action: Over time he was coached through the Leadership Development process, Sales Development process, Strategic Planning process, and Time Strategies Development process.
Result: He is more organized, has an improved relationship with administrative assistant, has begun delegating work, has more time for big-ticket clients, and has helped to grow his client’s investment portfolios from $4M to $8M.
Case 12: Stone Fabrication Organization
Challenges: The company had an inexperienced management team, growth was stagnant, and the company was in the red financially.
Action: Executive Leadership, Customer Service, and Sales development processes for staff.
Result: The company has grown 400%, going from a $1M company to a $5M company.
Case 13: Vegetable Oil Manufacturer
Challenges: The company was experiencing a number of customer complaints. Complaints were handled by seven different departments and took about 82 steps and each cost $25.00.
Action: Implemented Cycle Time Reduction.
Result: They were able to reduce their complaint process to 40 steps and reduce cost to $10.00, which reduced their annual loss due to complains from $25K to $5K.
Case 14: Vegetable Oil Manufacturer 2
Challenges: The company had no formal process for inventory control. They were having trouble meeting customer inquiries due to their lack of knowledge of their inventory and were receiving too many complaints to attract larger prospects.
Action: Implemented Cycle Time Reduction.
Results: Their new system increased efficiency by 518%, inventory-tracking process hours were reduced by 700 hours, and every two months they save $115K, or almost $700K per year. They were able to secure two large accounts.
Case 15: Community Hospital
Challenges: Low service levels, high costs and poor morale.
Action: Top to bottom Total Quality Management Implementation, (Strategic Planning, Management and Leadership Development, and Employee Team Training). Aligned their strategy, people, and processes.
Result: Improved financial performance, improved patient and employee satisfaction, and decreased costs. Recognized in the community and state by receiving numerous quality awards.
Case 16: Medical Supply Manufacturer
Challenges: High sales personnel turnover, low new business generation.
Action: Leadership development process for sales managers
Result: Unintended sales turnover was reduced by 86%, with raw savings of $600,000. Higher caliber sales representatives were hired resulting in a reduced learning curve as measured by new business, which improved by 43%
Case 17: Manufacturing Company
Challenges: New product introductions were not being realized fast enough, windows of opportunity constantly being missed.
Action: Implemented Accelerated Time To Market Program (ATTM)
Result: Overall process reduced from 316 days to 112 days average. New business increased 36%.
Case 18: Service Company
Challenges: Three-year-old service company was under constant price pressure.
Actions: Implemented Strategic Planning Process which redefined their business and positioned the company for profitable growth. Instituted Customer Value Measurement process, which defined strengths and identified areas of limitations so that they could be immediately addressed. After three years with double-digit growth, used D.I.AL.O.G. organizational evaluation instrument to bring additional alignment to internal systems.
Result: Company recognized by national financial reporting network as “Most successful, non-internet IPO in 1998. 96% client retention rate and lowest employee turnover within its industry.
Case 19: Chemical Distributor
Challenges: New management wanted to improve communications and change the culture that was causing poor results
Action: Implemented a top to bottom Quality Management Program
Result: Tripled profitability within 2 years.
Case 20: Manufacturing Company
Challenges: International high technology equipment manufacturer was too dependent upon semi-conductor industry.
Action: Integrated business plans developed by marketing and sales management.
Result: Plan implemented by industry teams resulted in reduced dependence and growth in new segments.
