Competitors copied positioning, employees invested in growth; Vendor invested major capital equipment in client’s facility assembly line.Revolving door leadership over 10 years, created uncertainty, skepticism. Organization was highly fragmented, no consistent customer engagement, pricing was commoditized with constant pressure for renegotiation.Tags: Argumentative Essay On Drug Testing In SchoolsCritical Lense EssayDrinking Age Research PaperDissertation Proposal DocumentPrinceton Senior Thesis BindingSamples Of DissertationBeing On Time Essay ArmyBusiness Plan For Small RestaurantWrite An Essay On Social Change And Deviance
Sales was focused on selling to same channel partners, not bringing value.
While brand was highly recognized in the market, there was little innovation or value to drive new interest and capture new end user demand.
Without understanding, senior decisions were confusing and misunderstood.
The organization was constrained by geographic reach, existing customer relationships, and internally-focused organizational structure.
The presence of shared values within the culture created high trust internally and generated a spirit of passion and innovation.
While a strong vision for growth existed, it was not understood or shared across the organization.
The organization was generally servicing existing customers well, but missing focus on acquisition of new customers, a strategic growth plan and innovation platform to identify and acquire new customers.
Client: B2B Holding company managed business unit, Mid-cap legacy truck component/assembly manufacturer Niche: B2B, transportation, manufacturing, component sales Offering: Suspension and drive train componentry, parts, support Engagement: Full VALCORT Services Result: Revenue increased by 30% in 24 months.
Recommendation: Reorganize the company with the customer in the center of innovation cycle.
Give customer access to key relationships in sales, R&D, innovation & fulfillment putting customer in the center.