A plastics manufacturer was experiencing poor employee productivity and poor customer service.
The cyclical commodity market created problems in performance-oriented compensation programs because of volatile company-wide financial results.
A consumer goods company achieves an 850% return by successfully implementing a group incentive plan.
High turnover, and a poorly designed sales rep incentive program, contributed to unacceptable customer acquisition and retention results.
Executives needed to shift their focus from just division earnings and margins to a more balanced view of company performance.
A pharmaceutical company had made a huge technology investment in distribution operations which were generating less that 50% of expected results.
After years of failed efforts, sophisticated analytics and innovative change management were keystones to reducing turnover for 2,000 agents at five large call centers.
Balanced analytics enabled new organizational structure, sales roles and incentive plans that increased broker penetration and delivered significant YOY sales increases.