Case 1: Back On Track With Renewed Focus On Profitability And Growth
Ever struggled repeatedly with a strategic operational issue in your business where no matter how many times you and your team try to tackle it on your own, you wind up no further ahead in solving it to your satisfaction?
That’s where Greg Miziolek (VP/Country Business Leader, Canada at medical device firm Becton Dickinson) and his team found themselves.
“It can feel like you’re just playing whack-a-mole with a problem that never goes away,” says Miziolek. “We were ready to try a new way to solve it though third-party assistance, this time once and for all.”
Having consulted colleagues in the industry, Miziolek was introduced to Andrew Miller of ACM Consulting through a referral.
Right away, Miziolek saw how Miller was keen to challenge the assumptions that he and his team at BD had been making in framing the business problem in front of them.
“Andrew was instrumental in helping us cut out the noise in our thinking and in our problem-solving steps,” explains Miziolek. “And what that did was help us solve a key strategic operation related to our work with third-party suppliers.”
Are you clear what you’re asking of your business partners, and of what you want to do with the answer? That’s a key question Miller challenged Miziolek and his team to tackle. “It helped us stop thinking about all the distractions that kept cluttering our thinking,” says Miziolek. “Instead, we were able to finally identity the strategic relationships we wanted from our suppliers.” The outcome was renewed confidence that the team at BD were able to adopt in managing their strategic and operational issues.
Confidence has a cascading effect, influencing how even the most seemingly complex business problems can be solved. Thanks to Miller’s objective advice, Miziolek found he and his team were able to be more selective in their approach to troubleshooting—knowing that they were able to focus much more squarely on core problems to be addressed with suppliers.
“On the marketing side of our work, Andrew’s strategic framework helped us to formulate a much more concise ask when working with suppliers,” Miziolek explains. “That was crucial.” It means the team can now quickly zero-in on a good fit rather than having to guess at the needs of a wide range of potential suppliers.
Miziolek concludes: “The end result: we’ve a much more pragmatic view of what our expectations are of business relationships. We’re no longer focused on trying to fix a long list of things that just seem like problems, and can instead focus on a much shorter list of items that do require our attention.”
Case 2: Back On Track With Renewed Focus On Profitability And Growth
Fred Jasavala, CEO of healthcare supply-chain management firm Logihedron, found himself caught in the middle of a classic business problem. After having first established his business on solid contacts and a great reputation, years had passed and much-needed second stage growth wasn’t happening.
Like many small- and medium-sized businesses that enjoy success early on, Logihedron hadn’t invested regularly in marketing or in evaluating their process of converting prospects into customers. Jasavala explains: “there just never seemed to be time for it, but then the phone stopped ringing and we had to start asking why.”
Looking for trusted advice on how to get growth and profitability back in gear, he was referred to Andrew Miller of ACM Consulting.
He credits Miller for identifying Logihedron’s challenges in the correct order. What Jasavala had initially thought was a business problem that would be solved just by finding new business leads, Miller challenged them to dig deeper, asking questions such as: who are your best customers, how do you explain to them what you do that sets you apart from others, and how do you follow up with your best prospects?
This tight focus on marketing fundamentals had a profound effect on Logihedron. “We used to be all over the place,” says Jasavala. “And thanks to Andrew, I now have the tools and the focus to go out and get the new business I need to grow to reach my targets.”
With $5M in annual sales, Jasavala’s company is now aiming for sales growth to $10M within three to five years as a result of working with Miller. The financial outcomes are significant, measurable and point to a promising new stage of growth and profitability.
“As a direct result of working with Andrew,” says Jasavala, “we’ve attracted a range of new prospects that represent over $1M in new sales. If even half of that translates into new deals, that’s a 10% jump in sales for us. That kind of growth is really important to us.”
Case 3: Selling More Effectively to a Changing Customer
A healthcare organization needed help streamlining interactions with customers and creating a better process for managing customer relationships and assessing new opportunities.
Andrew worked with the organization to identify what processes were currently in place and where improvements needed to be made. He then met with each of the stakeholder groups to identify any potential challenges or other considerations with implementing the new strategy. Education and training processes were developed, including one-on-one coaching with specific individuals and role-play situations, as well as ongoing teleconferences and in-person meetings to practice and reinforce the strategy.
The strategy was successfully implemented in just three months and customer satisfaction improved significantly. More importantly, the business thrived by attracting new customers and building stronger, long-term relationships with existing ones.
Case 4: Bringing on New Customers Faster
A rapidly growing company was having trouble onboarding all of its new customers in a timely fashion. Timelines to bring in new customers were getting longer and the quality of each new onboarding was getting worse, leading to customer concerns and lost revenue.
Through interviews with staff, facilitated workshops and a review of internal best practices, Andrew helped the company develop a standard onboarding process that included the steps required, who was responsible for each step and how long each step should take. This process was supported with checklists and other tools to make it easier for company staff to execute it effectively.
The results were dramatic. New customers were onboarded faster and more effectively than ever before (with a 15% reduction in timelines). These customers were very happy with the transition process. Revenue was recognized more quickly, profits increased and growth was sustained as the process became easier and more effective with each new customer.
Case 5: Implementing a Growth Strategy Effectively
A company needed help executing their growth strategy and ensuring its successful implementation across the organization.
Andrew worked with the senior team to confirm that their strategy was the right one and that they were able to clearly communicate it to the rest of the organization. Andrew then developed an implementation plan and a communication strategy to ensure quick and effective results. This included strategizing how to effectively engage employees, putting in place supporting tools, identifying key metrics for success and developing accountabilities for employees at all levels of the organization.
The strategy was successfully executed and the company was able to quickly take advantage of significant growth opportunities. Employee retention also improved because employees felt like they were a part of the strategy development and implementation process.
Case 6: Increasing Return on Investment Through Better Procurement
A healthcare organization needed help getting a better return on investment from their procurement decisions and implementing best practices for their purchasing process.
Andrew worked directly with three of the senior staff through a retainer relationship. This meant that they had access to Andrew whenever they needed to ask questions or develop new procurement strategies.
Through this close relationship, the organization was able to develop both best practices for procurement and a communication strategy aimed at employees to help with the rollout of the new process. They also gained additional expertise that could be retained within the organization.
All of this resulted in a higher return on investment from organizational purchases, better compliance with government purchasing legislation and improved relationships with suppliers.
Case 7: Increasing Collaboration in the Procurement Process
Healthcare institutions are always interested in new technologies that will make surgeries less invasive, meaning shorter recovery times for patients. However, these institutions do not always know what technology is available at a given time.
Andrew helped a number of organizations implement a more flexible procurement process that allowed for more collaboration between buyers and suppliers. This was a multi-step process that allowed the two sides to meet a number of times before any final purchasing decisions were made. The process was clearly explained in the initial procurement documentation so that any supplier that wanted to participate understood the rules.
After numerous consultations with suppliers, the healthcare organizations had a much better understanding of what technology suited their needs, allowing them to make the best possible decision. The technology they purchased made procedures less invasive and safer, reducing wait times for other patients, freeing up hospital beds quicker and reducing the number of patients being readmitted due to complications.
Case 8: Developing a Growth Strategy
A rapidly growing organic food service delivery company wanted to ensure that it was able to take advantage of massive growth opportunities to expand its business into different markets while maintaining sustainable and efficient operations.
Andrew met regularly with the CEO of the organization to develop a growth strategy that would allow the company to move into numerous markets simultaneously. We identified the main challenges to success and developed a strategy to address those challenges. We reviewed all areas of the business and designed the future vision and structure of the organization, including how to develop that structure and how to execute that vision.
We designed a blueprint for company expansion taking into account the organization’s capabilities and constraints. This roadmap identified when to hire new employees, at what pace growth could be supported and included a plan for the CEO to focus on company growth and success. The organization was able to meet its growth objectives while ensuring satisfaction for existing customers.