Challenge:
A third generation CEO striving to gain market share found his company faltering, with key employees departing, revenue falling and operations sliding in to the red.
Program:
Avantras turnaround and rapid results tactical plans to avoid bankruptcy and halt the decline of the company. Once the first stage was completed, we assisted the CEO in crafting a corporate mission and vision and facillitated an intensive strategy development program that focused on systems, structures, standards, strategies and staff. Corporate operations were renegineered and we instituted a demanding leadership development program for the company’s executive team. Individual coaching was also provided to select individuals. Simultaneous to the tactical and strategic planning and implementation, we worked with key managers at all levels to enhance their management and teambuilding skills.
Impact / Results:
The company returned to profitability within 12 months. Sales revenue doubled in 24 months and returned to their level from five years earlier. The company moved from eighth in the market to third. Subsequently revenue increased by 530% from the start of the engagement, net income increased by 1040%, the company was ranked number one in its market and was recognized as the #1 small business (fewer than 500 employees) in their state.
A professional services company was a market leader on the local level but was relatively unknown regionally or nationally. The CEO wanted to develop a strategy and new branding to become No. 1 in the region and in the top two nationally. The industry had low to moderate barriers to entry, a moderate level of competition and a price-driven market place.
Program:
The engagement commenced with a competitive analysis and an assessment of the client’s core competencies. Avantras research determined that establishing a leading position in the industry was not feasible. However, the company had strong competency in the environmental industry, particularly in green technology. We recommended an alternate strategy and rebranding to become a leader in green technology where there was little competition at the time, moderate to high barriers to entry and significantly higher profit potential.
Impact/ Results:
With our assistance, the client focused on green technology and positioned the company as an early industry leader. The company formed a joint venture with an international organization on several projects and eventually accepted an acquisition proposal.
Challenge:
The acquisition of two competitors required a 200% increase in production capacity with a limited capital investment and an expansion of the primary facility which was highly inefficient and lacked clear leadership.
Program:
We helped our client develop and implement a critically staged project that included facility expansion, capital equipment acquisiton, process mapping, reengineering of operations, identification and development of required core competencies, leadership training and team building. The project was on a
fast-track schedule and was completed without interruption of production.
Impact / Results:
The assignment was completed successfully and generated results that exceeded our client’s goals. Production efficiency increased, quality improved, and manufacturing costs were reduced.
Challenge:
The CEO of a successful corporation that had been in business nearly 3 decades wanted to develop a strategy to assure the future success of the business.
Program:
The engagement required clarifying and merging the objectives of the organization’s co-owners who were previously unable to agree on common goals. The final plan resulted in two corporations. The initial corporation retained its structure with one shareholder and a well-defined regional market. The second corporation was structured with two equal shareholders and included a seven year plan to expand to 20 additional regional markets.
Impact / Results:
The original corporation continues to operate successfully and provides support and technical assistance to the new corporation. The new corporation has been profitable from year one and is currently on target with its long-term goals. All regional offices were profitable in their first year.
Challenge:
Our client, a well-established leading-edge company that was nationally ranked as one of the top 5 in its industry wanted to become No. 1 in its industry. However, team realignments and replacements had resulted in dysfunction throughout all departments. Previously renowned for their employee development and customer-centric culture, management did not realize the combined effects of increased employee turnover, vendor dissatisfaction and customer loss until they suffered sizeable margin loss.
Program:
We observed the company culture, obtained 360-degree feedback, assessed individual performance, interviewed current and former customers and met with vendors. We designed and implemented a five-part program to rapidly transform the organization. We realigned all departments, introduced and filled new positions including CFO, CTO and COO, reassigned team members to positions that utilized their skills, forged strong relationships with vendors, strengthened relationships with existing customers and rebuilt relationships with former customers. Innovative training programs, individual coaching and mentoring resulted in high levels of synergy, camaraderie and accountability.
Impact / Results:
Post engagement, the company ranked No. 1 by vendors, No. 2 in the industry and No. 1 nationally in overall customer satisfaction. The ultimate proof of success was record top line sales revenue and bottom line margin coupled with record year-end bonuses to all team members.
