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Senior Managers often know what the problem is,
but lack the time, manpower, or expertise to resolve it. Since 1970 MBA
consultants have helped over a thousand equipment manufacturers, distributors,
and dealers tackle problems/opportunities. We often carry our Advisory
Consulting findings into action-oriented customized training schools tailored
to resolve specific problems within a set time period.
- Advisory
Consulting: Includes strategic planning, improving market share, market
segmentation, departmental sales and profits, team building, improving customer
satisfaction & retention, customer profiles, management development,
recruiting, hiring, compensation & incentives, and EEOC reviews.
- Dealer
Audits: Owners & General Managers need a sounding board! They need an
objective examination of their operations to help them think "outside the box."
MBA uses a time-tested and proven analysis system that not only looks at the
financial and operating numbers, margins, and departmental operating profits,
but also evaluates the People and Managers behind the numbers. Results are
compared to industry benchmarks and Better Business Standards. Corrective
Actions and Implementation Steps are recommended . . . with on-going
follow-up.
- Manufacturers: These projects include field
representative research and training on industry standards to fulfill new job
responsibilities, increase market share, market restructuring, improved
customer satisfaction, manufacturer/dealer relations, dealer contracts, job
descriptions, stock order ratios, dealer absorption, home office/field
communication, and Dealer Excellence/Dealer Best Practices Programs.
Examples of MBA's Advisory
Consulting Services include:
- A large multi-branch
equipment distributor needed help in developing a problem/cause analysis of
poor productivity within its service, parts, and managerial work force. We
assisted in designing and implementing a team project program. The result was a
45% increase in productivity and a 35% increase in
profitability.
- A large leasing
organization needed to restructure the tasks of a group of senior managers to
increase sales - a difficult assignment requiring considerable research,
analysis, problem identification, and selection of alternative solutions. The
new jobs, which combined positive attitude with behavioral changes, moved the
company from fifth to first in market share.
- Helped reverse an OEM's
decreasing market share from 45% to 57%, helped improve another OEM dealers'
average absorption of 61% to 85%, another from 78% to over 110%, and still
another dealer organizations' Stock Fill Ratio from 45% to 85%.
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