Measurable Results  

Planning for Predictive Results If you are looking for specific results, that means you have them in mind at the outset of the particular plan or program. We call them Predictive Results because you have determined the relevant paths necessary to get there and you know exactly where you want to be. We can help you analyze the merits of the goal and the methods you think will best achieve them through our successful individual and team coaching technique. Tracking Results All the planning, teaching, coaching, and team building aren't really worth anything without a yardstick to measure the results. At the end of the day it is nice to see how far you've gone, what you have achieved, and how much further is there to go. And, when you get there, it's important to understand what was gained as a result of all the hard work and commitment. Our approach includes business improvement, customer and/or employee satisfaction, team or organizational effectiveness pre and post surveys to inform our work together, and create company-wide ownership of the change process to be implemented. There's a good reason for this. We own what we help to create. The metrics and measures become the language for communicating growth and achievement in your business. How else can we see what will fall to the bottom line? We believe in this principle and we think you should, too! Case Studies We would like to share with you some examples of projects we have been called in to work on. Situation #1: The owner of a small accountancy firm faced the challenge of taking the practice to the next level. The staff members were continually "dropping the baton" and oftentimes disappointing the clients and running over budget. Strategy: Help define the target market and overcome the obstacles to secure higher net worth clients, thereby increased profitability. Develop confidence and skills to better deal with conflict. Design and implement methodology for staff to build a sense of ownership over the processes necessary for the practice to become profitable and grow. Results: 21% increase in net profit 5 core office systems redesigned increasing office system efficiency 75% improved staff satisfaction Situation #2: A family owned construction firm faced the challenge of survival and succession planning while the son nearly destroyed the business in a poorly managed project. Strategy: Help get the business leadership focused on growing the business rather than perpetuating their angst over a deal gone bad. Identify consistent approaches for respecting each other's skills and talents, and harness them in a way that is collectively beneficial for the firm. Guide selection of new markets and generate the strategies for them to be penetrated. Coach the leadership team to improve communications with and supervision of the labor force for more profitable results. Develop confidence and skills to better deal with conflict. Design strategies for members of the "corporate family" to be learning at every level of the organization for it to prosper and grow. Results: New levels of respect and cooperation instilled and modeled throughout the corporate structure. A high performance team was developed at the management level. The concept trickled down to work teams on project sites. People systems constructed and implemented for effective communications, evaluations, and metrics-based assessments of work flow and project status. Core business remained solvent and produced growth of 12% in the first year. The management team was refocused on growth and new product streams. Situation #3: A franchisor with nearly 100 locations in five states was challenged by weakened sales, negative reputation, slowed retail products sales, and excessive turnover of franchisees and their employees. Strategy: Identify the core issues of the under-producers that are "soaking up" the company profitability. Identify the attributes of the units demonstrating operational excellence and integrate them into weakened performers. Identify the characteristics of the satisfied customer base and develop action plans to build those components into every shop. Engage franchise employees to reinforce their sense of ownership and importance in the success and profitability of the stores. Design and implement a methodology for corporate and franchise owners to build a sense of ownership over the processes necessary for the business to become profitable and grow. Results: 42% of stores demonstrate an increase in net profit in the first 6 months. 25% of stores increase their demand for retail products to fill their shelves in the first 3 months. 4 core operational systems redesigned increasing system efficiency and customer retention. 65% improved owner and staff satisfaction. The management team was refocused on growth and new product streams. Situation #4: A large pharmaceutical company's sales force faces the challenge of getting a significant number of new products to market that are simultaneously approved for sale by the FDA. Strategy: Examine the sales and compensation strategies in force, exploring the competitive nature of the territories as defined by the company. Develop team skills in individuals and departments that had previously caused them to look at their work systems differently. Guide the re-configuration of the individual and team territories as requested by the sales force. Set realistic, achievable sales goals. Results: Sales force met and exceeded management's expectations for sales goals 19% increase in net profit 63% improved staff satisfaction What Our Clients Say Dear Marc, I would like to thank you and your staff for the services your provided to one of my employees. As a professional accountant I have my areas of expertise but teaching other professionals how to improve their communication skills is not within my capabilities. After explaining to you the problems one of my key employees was having you selected a very skilled member of your staff to work with that employee. The two of them met for a number of weeks and included me in the process as necessary. They developed a plan of action that resulted in significant improvement in my employees' ability to efficiently work with the other members of my department. I look forward to working with you on future projects where we can further improve the communication process within my group. Mitchell R. Zachary CPA, CFP Tax Partner Marcum Kliegman, LLP Well I just have to tell you, you delivered. You said what you meant, and you meant what you said, and you did it. Thank you. You know who this is I'm sure. And I've gotten lots of calls with lots of thank yous to you. I appreciate all your hard work, Marc. The responses have been excellent and it's a compliment to you. Over half of the participants have called me to personally express their gratitude for your work and they can't wait for the next session. Thank you. John Wagner, SVP, Lemon Tree Family Hair Salons Marc Horowitz and the MWH Group's work has proved invaluable to our franchise system in identifying problematic issues and building a solid, functional team. Marc takes the lead, identifies the issues and pulls no punches in analyzing the results. Incredibly, all within the specified time and budget parameters of the project. What a breath of fresh air! Marc A. Shuman, CEO GarageTek, Inc. Dear Marc, I want to send you a note to thank you for the assistance you have given my company and to specify some of the improvements I have experienced since our association together. I have started to see our communication in the office improving to the point where people are not territorial and in fact cooperative and helpful toward each other. I have found that people are genuinely encouraged by our work and as a result more involved with the progress and success that we are striving for with each client. The staff are more in tune with all aspects of each client instead of the piece that each was responsible for. I have noticed my clients asking for more important services as a result of the survey questions that they had to reply to and that they seem to be trying to forge a more involved relationship with our office particularly since we have gone remote on a lot of our services. Overall, I have seen an improvement in myself as a manager, marketer, relationship manager, quarterback, etc., and I am certainly more aware and encouraged by the challenges that I face to bring this practice the next level. Thanks again for all your help and I look forward to continued success for both of us. Tony Anthony Basile Ph.D, CPA Click here to download our brochure. Download Recently Published Article