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B-Slate Measurement, Evaluation and Monitoring
Services |
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Case
Studies |
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Measure
and Improve Customer Satisfaction |
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Increase
$ Contributions per Donor |
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Increase
Employee Productivity and Effectiveness |
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Measure
and Improve Training Programs |
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Improve
Business Process Effectiveness |
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Customer
Satisfaction Case Study |
| Measure
and Improve Customer Satisfaction |
Medical Systems Company |
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| The
Problem |
| When
an
aggressive competitor was becoming successful in luring customers from the
market leader, GMS, Marketing Manager Mary Jane Shaw and her team had
to quickly strategize to retain the
company's largest customers worldwide, to prevent
them from switching to this new competitor. |
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How BTI
Helped |
| Given
the need for rapid turnaround, BTI consultants had less than two weeks to
collaborate with Shaw to analyze the company's market, competition,
client products, costs and pricing.
With her input, BTI
developed a comprehensive questionnaire to discover what their top 50
customers were looking for in terms of client products and service
attributes.
The customized online
survey was administered by BTI worldwide, over a one week period, with
concomitant services of loading, tracking,
reminder and help desk facilities.
To further evaluate the
implications of the responses received from the survey, BTI also conducted a
small customer focus group.
Following a two week
intense analysis of the survey and focus group feedback and internal discussions with
Shaw, BTI presented
recommendations based on the value GMS customers were looking for to her
Director and the rest of the team |
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The
Results |
Subsequently,
GMS was able to increase customer retention as they had a high value
personalized customer feedback knowledgebase to:
- power their ongoing specific product enhancement
strategies and improvements in after sales service and customer
training, and
- sharpen market
focus, sales training and deployment
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Customer
Satisfaction Case Study |
| Increase
$ Contributions per Donor |
Private
Non-Profit Foundation |
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The Problem |
| As
the economy slowed down in 2001, Mark Summers, Director of a private non
profit foundation, saw the level of the annual gift giving fall off
dramatically. While some donors had cut back on the size of their
donations, others had
simply drifted away. Summers was finding it harder to justify his fund
raising budget with the board, who wanted his efforts in this area to be more
focused to be effective. |
| How BTI Helped |
| Summers
realized that the key to improving the foundation's fund raising performance, was to
get a better sense of his donors and find out what
they would be willing to fund, especially in a slow economy
When BTI was called in, the first step they took
was to interview the Board and examine records of fund raising and grant
giving performance over the last five years. Based upon this, BTI
developed targeted surveys to administer to past donors.
The targeted surveys showed
that the foundation had three major donor segments, each with varied interests.
Each donor segment clearly wanted feedback from the foundation on how
their gifts were impacting and contributing to their area of interest.
BTI recommended that each donor segment
be managed to reflect their choices, with periodic surveys and appropriate
feedback given to them.
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| The
Outcomes |
| With
BTI's recommendations, the
foundation was able to approach their three donor segments more
effectively, with measurably lower costs per dollar raised.
Due to the feedback process, the
foundation also increased the dollars per donors raised in one of the three
segments, with an overall increase in the number of repeat
donors.
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| Employee
and Manager Satisfaction Case Study |
| Increase
Employee Productivity and Effectiveness |
Multinational
Publishing Company |
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The
Problem |
| Despite
an huge increase in the company's sales orders and a potential large contract
with a new client, Roger Smith, Director of
Performance Enhancement for a US based Multinational Publishing Company,
was experiencing a decline in the quality of their products and a
substantial decrease in their employee morale. |
| How BTI
Helped |
| When
BTI was called in, MPC employees and management were scrambling to meet
the demands of the new client, with whom they were in process of
negotiating a long term contract.
Many of the employees were unsure if the company had the ability to handle
the huge increase on their current production process.
Before developing key
customized surveys to measure and evaluate MPC's process and personnel
productivity, BTI worked with Smith and his management team to
conduct an intense two week detailed study of their current publishing
process.
Analysis of the survey
results and feedback from both managers and employees ascertained what was and was not working
in the organization. BTI
recommended a six-sigma based process to convert the current procedures
into assembly line format and automate production planning, resource
allocation, tracking and monitoring using BTI's proprietary CollaborAction
tool
Subsequently, survey and
analysis was conducted every 2 weeks during implementation to track and
improve the new process |
| The
Outcomes |
| Within
4 weeks of implementation of BTI recommendations, MPC saw a 40% improvement in productivity with
a substantial improvement in the quality of output, as measured by the 32%
decrease in the number of errors (8 per 100 published pages from 40 per
100 published pages). MPC was also able to satisfy their new customer
requirements and negotiate a favorable contract for themselves. |
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| Assessing
Training and Development Programs Case Study |
| Measure
and Improve Training Programs |
Pharmaceutical
Training and Development |
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The
Problem |
| Competition
has been rapidly gaining foothold where once this pharmaceutical
company had a
lead market share. Robert Brown, as Manager of
Training and Development, has to respond to this threat while contending
with a reduced sales force budget. |
| How BTI Helps.. |
| Following
a two week collaborative analysis with Brown on his sales training and
delivery process, BTI consultants developed 5 key questionnaires to
measure and evaluate the sales force performance at critical points in the
sales cycle.
At timed intervals, BTI
also surveyed individual product groups, through corresponding cycles.
At the end of each
quarter, BTI consultants provided Brown with detailed analysis identifying areas of weakness
and practical suggestions for improvements
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The
Results |
| Almost
immediately, Brown was able to target improvement in the sales training
and field coaching process to improve weaknesses identified in the sales
process.
Feedback from his sales
force and managers led to continual improvement in
the sales planning process by areas, segments and products.
Within a 4 month period,
Smith was able to see measurable improvement in
closings to sales effort ratios and reduction in sales cycles.
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| Business
Process Effectiveness Case Study |
| Improve
Business Process Effectiveness |
Pharmaceutical
R&D Division |
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The
Problem |
| Gary
James, Director Technology Services had to reduce delays in the delivery
of IT functionality from in-house departments and outsourced vendors
across operations on two continents and three countries. |
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How BTI
Helped |
| With
James and his team, BTI
conducted a two week collaborative analysis of the R&D Division's IT
delivery process, followed a two week consensus based development of
the streamlined process.
The streamlined B-Slate
prioritizing and monitoring IT delivery process allowed James and
his team to track, monitor and allocate resources for IT requests, end to
end, across the three countries |
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The
Results |
| Despite
time differences, James and his team saw sharply
improved end user satisfaction as IT requests were turned around in a shorter time, with less need for intervention
IT managers found
that using the B-Slate collaborative process to prioritize requests
allowed them to spend considerably less time to manage end-user
expectations. |
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