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Success
Story #1 |
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The Situation |
A retail hardware store was projected to loose 40% of their
market share to a national home center that was opening a new
store about 4 blocks away. Loosing 40% of their market share
would most likely put them out of business. |
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What We Did |
The entire management team was profiled for temperament and
creativity/innovation. Staff duties were rearranged. Everyone
was put in a position that made best use of his or her natural
talents. The whole organization participated in a three-part
Customer Relations training program. |
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Results |
A year after the national home center opened, the president
of the retail hardware store stated that they lost only 10% of
the market share and had a 17% increase in sales per transaction.
They have continued with their "customer first" policy
and now have 53% of the market share. |
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Success
Story #2 |
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The Situation |
A business-to-business operation selling industrial composites
was extremely concerned about back order refill time. They thought
it was too slow and was costing them business. |
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What We Did |
Forty-one of their best customers were contacted by People
Smart Tools via telephone and asked about the back order refill
time along with seven other questions. Not one customer was dissatisfied
with the back order refill time. |
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Results |
The company abandoned their plans to make major changes in
their parts fulfillment operations. They saved thousands of dollars
and a lot of grief. The company focused on meeting the real needs
the customers stated in the survey and increased customer loyalty. |
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Success
Story #3 |
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The Situation |
The management staff of a telephone company was having trouble
integrating a new person on the team. The person was not a good
fit and caused a lot of dissension. |
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What We Did |
The team participated in a series of team building sessions
on temperament, values, and creativity/innovation. The purpose
of the workshops was to create an environment of understanding,
acceptance, camaraderie, and validation. The new person never
did get in the mainstream. He weeded himself out. |
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Results |
After the team member left the company, the antagonism, lost
time, ill feeling, and lost confidence were regained within the
team. Thousands of dollars were saved as productivity immediately
increased. |
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Success
Story #4 |
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The Situation |
A county judge was having difficulty with communication between
the county commissioners and the commissioner's court. They were
not very cohesive and the process was rough. |
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What We Did |
The commissioners, along with other county employees, attended
a series of workshops focusing on communication mechanics and
temperament. They learned the behavior styles and communication
preferences of other commissioners and employees. They bought
into the idea of accepting their individual preferences. |
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Results |
The judge has stated many times how useful the workshops were.
He uses the information to meet the individual needs of each
commissioner. Also, he has great success in using the temperament
instruments for employee selection. |
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Success
Story #5 |
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The Situation |
A software consulting company wanted to improve its relationship
with its customer base of 55. |
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What We Did |
Eighty-five percent of the customers were contacted by telephone
by People Smart Tools and asked about service, what they liked
and disliked, and suggestions for company improvement. |
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Results |
The customers were delighted and provided valuable information
about the company. Two customers that had decided to defect had
their disputes settled and stayed with the company thus preserving
several thousands of dollars of annual revenue. The company made
alterations and became more efficient for their customers. |
