Working On the Business not In the business, case study

CASE STUDY #2

                            Working "ON the Business" not "IN the Business"

Company: In business for 15+ years, a Recruiting Agency with four employees provides a service to a
wide variety of companies.

Problem Statement: Company President and Owner wished to reduce “owner dependency” and accomplish
the following objectives:

1. Substantially increase and sustain a 50% rate of revenue growth during each of the next 5 years.

2. Decrease the owner’s time spent driving the marketing effort, (generating 80%+ of revenues), and trying
to manage the operation on a daily basis. Targets are to spend 90% of his time on business development
and managing a highly efficient operation.

3. Improve cash flow to eliminate revenue free time periods.

Methodology:

After assessing strengths and developmental needs of the staff and gaining consensus with the
stakeholders on the outcomes to be achieved, a seven week team coaching process was instituted.
Competency levels in the areas of change management, business analysis, and facilitation were improved.
The adviser used tools and techniques such as role playing and critical debriefing to improve
effectiveness. The adviser provided 1:1 coaching to individual staff to uncover obstacles and build trust.

Contribution:

Effort was focused on a review and assessment of current Business/Marketing Plans, historical trends,
resources and organizational capabilities. Specific recommendations implemented included:
•        Setting achievable and measurable goals. Developing individualized skill building and individualized
development plans.
•        Evaluation and replacement of database resources and tools.
•        Refocusing on strengths and adaptation to marketplace trends.

Results:

•        Developed a foundation for creating a strategic marketing plan and realigned client profile, revenue
mix, and market differentiation.
•        Improved organizational effectiveness by reenergizing staff and gaining critically needed momentum.
Sales/marketing scripts were improved to focus on generating new business and reducing dependency on
“waiting for an order.”
•        Provided a “gut check” on performance and getting the work done.
•        Improved efficiency and reduced cost by replacing database tools.
•        Running rate of new orders was a 40% improvement over prior year.
•        Company President devotes more time implementing solutions to address the strategic imperatives
rather then being totally reactionary to issues of the day.

Results: Developed a foundation for creating a strategic marketing plan and realigned client profile,
revenue mix, and market differentiation.
•        Improved organizational effectiveness by reenergizing staff and gaining critically needed momentum.
Sales/marketing scripts were improved to focus on generating new business and reducing dependency on
“waiting for an order.”
•        Provided a “gut check” on performance and getting the work done.
•        Improved efficiency and reduced cost by replacing database tools.
•        Running rate of new orders was a 40% improvement over prior year.
•        Company President devotes more time implementing solutions to address the strategic imperatives
rather then being totally reactionary to issues of the day.