Large U.S. Retailers – Ohio
This retailer engaged T.S.P.G. to develop a thorough enterprise-wide strategy that encompassed all divisions and was National in scope. They had over 800 retail outlets across America with a complex range of basic fabric stores and super centers.
We developed a strategic plan that began with helping the CEO create his future vision for the organization and then having the executive leadership team form the direction and the focus of the company to achieve that vision. This was a facilitated workshop that included an issues session, environmental scan, S.W.O.T. analysis, cultural review, gap analysis and an articulation of the strategic opportunities.
Following the development of the strategic framework or direction, a second phase included bringing in over 50 senior management people to align the tactics against the defined critical success factors (strategies). This included facilitation of six major break-out groups in order to gain full participation, involvement and commitment from the line people that will have to implement the plan.
The strategy resulted in a significant change in direction for the organization that was presented to the Board and was well received.
Slot Manufacturer – Las Vegas, Nevada
This firm was the fourth largest gaming company in America with sales of over $100 million. It provided slot machines, casino signs,table games and progressive jackpot meters. They also designed games. Their main clients are casinos throughout the world. They have an international sales force.
T.S.P.G. was asked to review its U.S. based sales function effectiveness , account team, sales processes, business disciplines and key account management practices.
We conducted a through management and performance audit of the sales function that included 45 sales people. Once completed, we were asked to improve the level of sales skills among the sales and account managers. We conducted a three-day sales effectiveness seminar that covered all of the basics sales disciplines and began the process of helping account managers understand the benefits and skills required for effective key account management. The development program was well received by the sales force.
Given their level of satisfaction with the first phase, they have asked us to develop a complete key account management seminar which will be conducted later this year.
Major International Hotel Chain – Toronto, Canada
This hotel chain engaged T.S.P.G. to review its major guest loyalty program called the President’s Club program to determine how it might be improved to increased loyalty to their properties, increase room occupancy, share of market and support the new brand positioning of the company.
While a complete review of the program was undertaken, a major component of the project was to process map eight major stages of the PC program in order to define and make the customer experience consistent and superb across all 50+ international locations.
We conducted interviews, reviewed research, and assess the current state of the PC program. Then we engaged line people in the various hotels and resorts to describe what they actually did in the roles for PC. Once the “As Is” maps were developed, we facilitated a review and design workshop with line and staff people to develop a set of “Should Be” maps.
These maps will be converted into a clear definition of the intended customer experience and a thorough and complete operations manual.
Largest Boating Supply Retailer in the U.S. – California
In March 2000, this retailer engaged T.S.P.G. to develop a thorough enterprise-wide strategy for the year 2001 that encompassed all divisions and was National in scope. They had over 250 retail outlets across America in coastal locations. It also ran a Port Supply division for harbor authorities.
We developed a strategic plan included facilitation of six large break-out groups in order to gain full participation, involvement and commitment from the line people that will have to implement the plan. The strategy was presented to the Board and was well received.
Following the 2001 plan, we were asked use the same methodology to develop a growth strategy and a marketing/merchandising strategy.
In May of 2001, T.S.P.G. was asked to help them review the first year’s progress and develop the second year of the plan using the same construct. We continue to do annual cultural reviews to ensure they are moving towards a high performance cultural.