The company bid short-run replacement parts from manufacturer-owned prints. Over time the designer/manufacturers of components and parts had changed their strategy and were providing repair parts services as part of their offering – thus reducing the volume of machine-to-print work.
The company bid short-run replacement parts from manufacturer-owned prints. Over time the designer/manufacturers of components and parts had changed their strategy and were providing repair parts services as part of their offering – thus reducing the volume of machine-to-print work.
The company viewed itself as a service-providing professional practice organization. The organization members’ education, professional experience, and the company culture encouraged a limited, traditional industry perspective centered on the conventional professional service model.
A home builder in a growing, large tri-state area was number six of a group of twelve builders. Annual gross revenue was close to $49M on about 300 closings. They were growing at the market rate of 7%, but in sixth place, they were not taking any market share away from their competitors.
A leading hospital system (CLIENT), primarily focused on pediatric care, had a strong interest in developing a strategy that would enable them to dominate the pediatric category. They believed the path to this dominance could be through innovation in customer service and the services offered to patients. This innovation had to be driven by a better understanding of market wants and needs.
This companies enthusiastic marketing team was blocked by a busy development team. We helped give them the extra tools they needed to communicate ideas quickly with their customers, matching their dynamic company ethos.
