Small privately held technology company struggling with their sales which had not increased over the last several years. The CEO and other senior staff members where convinced that the company needed to beef up their sales staff to help bring in more sales.
Recognizing there were other issues which were preventing healthy sales revenues, the CEO needed to convince his VP of Sales and other senior staff members that hiring more staff including a telemarketer may was not necessarily be the answer to lagging sales.
Small privately held corporate promotional products company. The owner / CEO was looking to retire and struggling with the decision as to which of his three children should take over the business.
The owner recognized that that all three of his children were expecting him to leave the business to each of them individually, or allow them to own it equally. The owner had concerned that maybe not all of his children were capable of taking over the business and maintaining continued success.
Small privately held software development company looking to develop a performance management system for its workforce in addition to developing some other HR related programs.
The owner recognized that in order to move forward and prepare for the IPO, the company needed to make sure it had all its HR services and programs in place. The company had grown through several acquisitions and bringing the different cultures and existing programs together was a challenge.
A local branch office of a large mid-west company facing
the challenge of developing its Customer Services staff to provide
better service to its customers. The branch office was made
up of several small acquisitions and each customer service
representative came from a different company and continued to
service the clients it serviced under their previous employer
The new branch manager faced the challenge of bringing unity to
the customer service team which was extremely territorial.
Each employee was committed to providing exceptional customer
service to their respective clients, however, there was no
cooperation or unity within the group of fifteen reps.
This was extremely problematic since when someone was out, their clients were not
receiving any service. Bringing the reps to work together
for the new company was the biggest challenge since they all
worked for competitor companies before the acquisition and
loyalties still were strong to the previous companies.