Highlights

  • Growth of key brand sales by up to 45%;
  • 15% increase in sales to key accounts;
  • 20% reduction in HR costs with no negative impact on performance or revenue;

Challenge:

The wines and spirits division of Lion Nathan had a key region that was underperforming due to a lack of leadership, poor team morale and inadequate discipline and structure in how the region approached its sales and marketing. They needed someone to turn the region around by building a world-class sales team, lowering costs and introducing new trade marketing programs that would drive revenue and bring in new business.

Approach:

Dave conducted an initial analysis of the region from 3 key perspectives: the financial situation, the team itself and the customer base. This provided the insights to understand what was dire and needed to change immediately and what needed to be carefully planned and changed over time. He built his team through consultative and collaborative leadership and introduced new processes, disciplines and incentives to drive a relentless focus on performance and key account management.

Results: 

The performance of the region went from 4th place to 2nd within 18 months and the culture and working environment were completely transformed. The sales force learned how to work together effectively as a team to land high profile new business and produce strong revenue growth within key accounts. New financial reporting and disciplines were introduced to reduce waste in marketing expenditure and help to grow core brands by up to 45%. The increased efficiency and performance enabled the region to reduce HR costs by 20%.

Highlights

  • 800% increase in annual revenue from College Sports Media within 2 years;
  • 6x increase in Level 3 network presence on college campuses in 12 months, including the addition of 25 major university partners;
  • Brought on ESPN, NBC, CBS, and Fox as major media customers. 

Challenge:

Increasing television coverage of college sports created a significant opportunity for Level 3 to expand its broadcasting via its fiber networks but this first required the creation of a new market segment.

Approach:

Steve was responsible for building the new market segment within Level 3 and ensuring it was fully integrated into the wider business and marketing function. He worked directly with media customers to develop new products and pricing models, and carpeted the college sports industry with the Level 3 brand. The success of the new business unit was driven through an integrated program of product and segment marketing campaigns (email, direct, social) and sales tools for use in the field and at trade shows.

Results: 

Level 3 went from being a minor player in the college sports media segment (under $500k per year) to being top of mind with the major sports media customers.  Annual revenue grew to over $4MM by year two, 75% of which came from ESPN and CBS. In addition, Level 3’s college campus footprint increased 600% in under 2 years, signing up major universities like Notre Dame, the University of Florida, and Boston College as a result of integrated marketing campaigns.  The increased demand led to the development of a new product specifically to meet the needs of Level 3’s sports media customers.

Highlights

  • 60% reduction in broadband costs and bad debt;
  • Alignment of senior management around a single strategy for broadband;
  • Introduced a seamless customer experience from purchase through to billing.

Challenge:

When Telecom NZ launched a major new product line into the market, it underestimated the demand for the products and the complexity involved in the fulfillment process. The customer experience was haphazard and disjointed, complaints were off the charts and accountability was fragmented across multiple departments. Telecom needed a change program to enable the business to deliver planned service experiences that would align the internal functions across the value chain, reduce costs and drive customer growth and retention.

Approach:

A comprehensive program was developed to analyze and measure the end-to-end service delivery for DSL products in order to revolutionize the customer experience and significantly reduce costs to serve customers. Metrics were developed for all the key customer touch points and the data was used to create a set of strategic imperatives and tactical initiatives for reengineering how the company marketed, sold, fulfilled and billed for commercial and residential broadband services. The program was accompanied by extensive change management to ensure there was senior level buy-in and to support leaders as they implemented the improvements.

Results: 

The core service delivery processes were simplified to ensure customers had a single point of contact and seamless handovers were made possible through the introduction of enhanced communication channels between departments. Provisioning time was reduced to 1-2 days (from up to 2-3 months), aggregated billing across product lines dramatically reduced errors and the overall costs of broadband product lines fell by close to 60%. Consumer tools were created to make it easy to do business with Telecom which contributed to the double digit growth for both commercial and residential broadband services.

Highlights

  • Vision and strategic plan created for the delivery of case management to HIV patients undergoing antiretroviral treatment across Ethiopia;
  • New position introduced into the health sector and over 100 case managers trained in the first 2 years;
  • Significant improvements in patient tracking with a 40% reduction in “missing patients”.

Challenge:

To combat the epidemic of HIV, the Government of Ethiopia and its partners (including USAID) needed to rapidly scale-up the use of Antiretroviral Treatment (ART) drugs. The protocol required strict adherence to treatment and coordinated healthcare for patients, but the existing healthcare system was highly fragmented and existing resources were already overwhelmed. A strategic solution was required to ensure continuity of care could be provided to the massive influx of new patients as the government ramped up ART drug distribution. 

Approach:

Vision to Action consulted with hospitals, university partners and NGOs across Ethiopia to develop a single approach for providing coordinated care for HIV patients using ART. The end-to-end process was broken down into a system of tasks and decision-points and an entire program of work was developed to implement new protocols, create new positions and rollout extensive training of nurses and community health workers.

Results:

Consensus was reached among key stakeholders in the Ethiopian health sector on how to introduce Case Management into the health system and over 100 new case managers were recruited and trained within the first 2 years of the program. Adherence to treatment increased significantly saving thousands of unnecessary deaths due to inadequately supervised drug regimens and poor patient tracking.

Small Business Turnaround

Highlights

  • Complete redesign of business – including facilities, staffing, service offerings and marketing;
  • 18% reduction in operating costs, profitability increased by 22%.
  • Strategic plan for the expansion of the business model into multiple locations.

Challenge:

Sunburst Car Care was a broken and run down automotive business that offered carwashing, detailing, quick lube and repair services. The owners needed help to overhaul the existing business and make it profitable and to create a business model that could be replicated in multiple locations.

Approach:

Vision to Action completed a thorough review of the market and competition and assessed the existing operations to determine what needed to change. Existing equipment was replaced, the retail space and waiting area were redesigned and a marketing program was introduced to re-launch the business and drive new business.

Results: 

The business became operationally stable and profitable within 6 months of the relaunch. Customer retention increased by 30% and new business was up by 20% within 2 months. Operating costs were reduced by 18% and profitability improved by 22%. The owners decided not to expand but a strategic plan was prepared to grow the business model into multiple locations.