OUR WORK
EXAMPLES OF WORK WE HAVE DONE
Our experience puts us above the rest
The Management Collective team has many years of hands-on experience at senior levels leading and managing the services we specialize in. Here is a sample of some of the scenarios we have encountered and how we helped organizations resolve them.
Corporate Strategy
SITUATION
This enterprise organization had a $400 million revenue line of business that had struggled with operations, sales, and product strategy. Revenue was in decline and the company was looking for a long-term plan to stabilize the product for future operations.
APPROACH
A substantial research initiative to better understand customer needs, channel partner use, and sales rep engagement was launched to determine the factors affecting the revenue decline. Customer data was analyzed for purchasing patterns, a competitive review was completed to determine industry strategy and direction as well as quantitative surveys and interviews.
ANALYSIS
The research, data, and interviews were assessed, and the team identified four key areas of focus that identified key changes in the market, reasons for reduced sales results, unmet customer needs, and a new product opportunity.
RESULTS
Each area of focus resulted in a new initiative that was defined, developed, and launched in market. A 400+ partner sales channel was developed to get closer to the market, a data driven digital tool was created to assist customers in using the product, a new pricing model was developed with a loyalty program for the key target market, and a new revenue producing digital service was launched. After the first year the revenue decline had been halted and more than $5 million in new revenue created.
Operational Efficiency
SITUATION
A service company that produced monthly publications was struggling to create and deliver their products on time with consistent quality resulting in lower customer satisfaction and lost revenue.
APPROACH
Job shadowing and process mapping to capture the as is state. Interviews with the operations staff and managers to identify their perspective on challenges. Interviews with management and sales to determine their needs.
ANALYSIS
Process mapping identified multiple touch points for the same piece of work with no individual accountability for the end product. This resulted in quality errors and significant delays in processing the customers’ content. Sales and Management wanted on time, stable operations.
RESULTS
Operational touch points reduced to once per operator with each one owning the quality result. Hard cut off times re-instated for Sales to ensure clarity of timelines. Quality improved, speed of throughput improved, capacity for additional work increased, improved customer satisfaction, and increased opportunity for revenue.
Employee and Customer Satisfaction
SITUATION
A specialized service company with a long history and a large customer base had low employee morale (27% top box score) and an average customer rating of 1.5 out of 5. Employees had had a series of managers with less-than-ideal leadership skills and some lingering dissatisfiers that had not been addressed over time.
APPROACH
Quantitative surveys for both employees and customers launched to capture data on dissatisfiers, wants, and suggestions. Improved communication with employees through townhalls, newsletter updates, and an open-door policy for any issues. For customers, there was a disciplined response to online feedback, instore complaints and same day returned phone calls.
ANALYSIS
Employees – survey data was categorized and prioritized based on employee responses. The results were communicated in person to employees with a detailed plan to address the top three items in the survey. Employee satisfaction surveys were implemented every six months to track progress and identify new challenges.
Customers – The data was categorized and prioritized based on customer responses. The results were shared with employees including verbatim and voice recording complaints to demonstrate the impact and severity of customer frustration resulting from different employee interactions and processes. A set of process changes and revised employee responses to questions were documented and provided to staff. Every customer received a survey on trigger appointments to capture same day feedback on our service delivery with a link to online Google satisfaction ratings.
RESULTS
Ongoing customer tracking and reporting on the key metrics identified in the original response plan were communicated monthly to employees with positive and negative verbatim customer feedback and updated Google ratings. After one year, employee satisfaction increased 132% while customer ratings increased 32% resulting in an average score of 98% satisfaction.
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