| Topic |
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Business
Integration Strategy
A mid-market distributor of building products found
itself in a unique situation in the late 90's. Their
current market share was adequate, profitability was
acceptable, and customer satisfaction was at record
levels. With cash in the bank, the challenge was to
expand the business and meet or exceed sharehold expectations... |
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212 Kb |
Rising
from the Ashes
A few months prior to the engagement, the client had
a devastating fire. The result was a complete collapse
of the management structure. Read more to learn how
the client successfully 'rose from the ashes', in less
than seven months..
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216 Kb |
Sailing
to a Rapid Success
The client is a mid-market manufacturer of foam center
board in the sign industry. Growth has been driven by
an "order taker" approach without a clear market strategy.
Their sales have grown by 20% anually, and the company
continued to show solid profitability. However, they
have no sales management process in place, and are therefore
unsure what's driving their sales growth... |
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205 Kb |
Distribution
of Best Practices
A major division within a national warehousing and distribution
organization needed to "kick-start" a program that would
extend their best practices across a very diverse set
of remote locations... |
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228 Kb |
Driving
to the Top
This organization is a Tier 1 service partner of one
of the large automotive manufacturers. The company has
a long and successful history; however there are increasing
pressures by that manufacturer to improve both service
and pricing. In addition there are new competitors entering
the market space... |
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218 Kb |
Turnaround
Just in Time
This chemical compound manufacturing facility of a F500
company had a troubling past. Historically a portion
of the product line was proprietary "leading-edge" material
for the "big 3" automakers. The product range was positioned
to become the major production requirement, however
service levels, quality and production costs threatened
the viability of both the product and the entire facility.
Instead of "faster, better, cheaper" the plant was heading
in the opposite direction... |
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210 Kb |
Manufacturing
System Development
The client is a mid-market manufacturer of custom crates
and pallets. Material costs were rising and labor utilization
had dropped over a period of years. As a result, customer
service deteriorated and profitability eroded... |
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196 Kb |
Increasing
Employee Utilization
The client is a privately owned mid-market HVAC general
contractor, sales and service company, focused on both
the commercial and residential markets. Contracting
revenues had declined steadily over the past 24 months,
while sales and service revenues stayed flat... |
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229 Kb |
Steps
to Market Solidification
A mid-market manufacturer of award/recognition plaques
and ribbons, had tried to sell its way out of losses,
and found greater revenues led them to higher losses.
With their customer base consisting primarily of direct
catalog sales, they had not experienced profitability
in three years, despite growing sales... |
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214
Kb |
Surviving
with the Big Fish
The client is a mid-market wholesale importer and distributor
of tropical fish and reptiles. With the market being
significantly impacted by the large retail pet store
chains through their consolidation of "superstores",
many independent pet store owners are being driven out
of business... |
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218 Kb |
New
Product Start-Up
The client was a F500 company that required a "start-up"
model and the development of business controls for a
new division that would manufacture "error proofing"
products. The product line had just been split off from
the parent organization, and now was now in start-up
mode... |
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203 Kb |
Focusing
on the Bottom-Line
The client company is a mid-market designer, fabricator,
and installer of custom counter top, both commercial
and residential. The client's company was comprised
of several operations. While they were able to cover
fixed and variable costs, little, if any, profit was
being realized... |
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220 Kb |
Turnaround
for Survival
A mid-market manufacturer of finished corrugated boxes,
whose history is one of struggle and survival since
incorporated in the early 1980's. With a struggling
economy in 2002 & 2003, the company was faced once again,
with serious survival issues. Having already laid off
many employees in late 2002, and reorganized to a "bare
bones" organization, the CEO and his team were not seeing
any improvement in the bottom-line... |
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205 Kb |
Transformation
Back on Track
A mortgage-processing division of a multi-national bank
was undergoing a major internal 24-36 month Transformation
Program. The program had extremely ambitious goals and
objectives, unfortunately though, the program was managed
almost independently of the day-to-day business... |
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208 Kb |
Preparing
for Growth
The client was a small "family run" manufacturer of
custom sauces and dressing. With their business beginning
to shift to larger customers, the CEO felt they did
not have the necessary systems and controls to manage
the growth. Profitability was a must, as they needed
cash to finance the growth process... |
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216 Kb |
