Situation A financial services organization with a Gen Y (age 30 and under) sales force was having trouble connecting with and selling to Baby Boomer executives (46-64). Wearing glasses to look older was not cutting it! The VP of Training and Development contacted VPI to assess options after her CEO heard Sherri Petro speak at an executive roundtable.
Approach
Sherri conducted a needs assessment which included questions about client reaction, communication misfires and language of the sales materials.
Solution
VPI Strategies:
Created an Insights and Implications report to share assessment results.
Discussed the issue, potential project parameters and vision with Senior Management.
Reviewed the sales materials and offered counsel on language that would connect better with the target audience.
Customized the cross generational communication presentation with solutions that matched the connection issues the sales people were experiencing.
Delivered a dynamic presentation using the modified sales materials as part of scenario selling.
Coached individual sales people upon request to maximize the learning.
Conducted a post session dialogue session six weeks after the presentation with all participants together for community sharing and group coaching.
Evaluated the project.
Facilitated a post project session with executives.
Outcome
Validated by survey results, the Gen Y sales people were more confident in their sales approach to Baby Boomers and the sales cycle was shortened by 20%.
SharePoint Technology Optimization
Situation
A government agency intends to move from an Oracle-based system to the shared communication Microsoft tool, SharePoint, for their field and office personnel. They purchased the software and do not have time for process engineering or design work. Contacts are looking for enhanced communication, increased consistency and to make their employees jobs easier.
Approach
VPI must match management criteria to employee needs and envision potential design elements which fulfill all requirements. VPI must also identify trouble spots and workarounds to engage employees early since they have had less than positive results with other technology upgrades.
Solution
VPI Strategies
Facilitates a visioning session with Senior Management
Fields an employee survey to determine expectations
Conducts focus groups to understand the agency landscape before process engineering and design can be done
Evaluates current technology usage
Provides recommendations in action plan format
Convenes biweekly advisory council with representatives from each branch office with varied level of commitment to technology
Requests Senior management weekly design meetings
Interviews staff for process engineering study
Develops design blueprint
Designs SharePoint tool to client specifications
Develops weekly communiqué from VPI’s contact to staff to decrease confusion and increase understanding of the initiative
Trains staff via 5 webinars with troubleshooting training in-person once with each office
Creates intense reporting functionality
Outcome
The agency upgrades the technology in 6 months versus the original 12 month plan with organizational buy-in earned. VPI earns potential phase 2 with client.
Meta-Evaluation
Situation
A government agency needs to create a meta-evaluation by compiling results from 55 counties’ program evaluations, determine trend data and publish outputs and outcomes.
Approach
VPI has short turn-around time to assemble information, analyze data and determine outcomes. A qualified team of VPI experts are assembled for a 12 week intense project with weekly check-ins.
Solution
VPI Strategies
Works with contact to clarify research questions
Develops research plan
Creates internal tools to handle large number of data points
Conducts analysis
Determines best practices research is required to meet client objectives
Conducts and publishes best practices research
Writes draft and final report
Outcome
The meta-evaluation is completed on time and on budget. VPI is asked to present results with client to an all-state conference of counties involved.
Assessment
Situation
Among fierce competition, a young energy nonprofit seeks funding from the public utilities commission as part of their identified strategy. This nonprofit wants to offer new, innovative, and objective energy efficiency programs. Staff members can assist in writing proposals to request funding but cannot devote 100% of their time.
Approach
Since the commission's drivers are identified, VPI Strategies must weigh the criteria and envision potential program elements which fulfill the need. VPI must also identify gaps in current program offerings and efficiently shepherd the proposal writing process.
Solution
VPI Strategies
Interprets the grant criteria
Evaluates current progressive programs locally, regionally and nationally
Develops a gap analysis
Conducts facilitated discussions and web surveys to identify customer needs
Performs an external scan of competitors seeking same funding
Conducts a stakeholder analysis
Determines innovative program elements
Coaches executive management team
Earns organizational buy-in
Manages the grant-writing of $7 million in programs in year one and $15 million in year two.
Outcome
The nonprofit receives $5.1 million in funding in year one and $10 million in year two. This grant is fundamental in the implementation of the strategy and allows the organization to quadruple their size.
Smart Growth
Situation
Successful start-up e-commerce company wants to increase profits by opening a retail location to expand beyond the virtual environment.
Approach
VPI Strategies works with owners to identify their drivers, resources, and goals while investigating potential locations and the external environment for opportunities and threats.
Solution
VPI Strategies provides and interprets a(n)
Industry assessment
Regional competitive scan
External scan including environmental, political, legislative, economic, socio-demographic and technology factors
Scenario planning tools and exercise
Financial planning worksheets
Outcome
VPI Strategies recommends the organization not purse a retail location strategy due to their limited resources but explore other opportunities for growth. The business instead funnels resources into the development and distribution of an exclusive clothing line. Revenues increase 300%. Return on investment (ROI) is 5 x greater than the estimated ROI for the retail location.
Strategic Process Facilitation
Situation
A young organization experiences a rapid growth start-up phase but requires a strategic shift as it matures into a sustainable enterprise. The organization wants to sustain its entrepreneurial spirit and solution-oriented approach while integrating additional structure and controls.
Approach
VPI Strategies works with the Executive Management Team to develop a game plan for forging a new strategy. This strategic development process requires an intense inclusive review of the existing organization and the external environment.
Solution
VPI Strategies
Provides a strategic planning expectations guide to shepherd the strategic development process
Conducts primary research with employees, customers and stakeholders to identify organizations' strengths, weaknesses, opportunities and threats
Facilitates strategy development session with vested individuals within the organization.
Develops the strategic plan
Outcome
The strategic plan guides the management team through a reorganization of existing resources, addition of new employees, enhanced communication with the board and development of more customer-oriented services. Revenues increase 230%.
Performance Metrics
Situation
An established non-profit organization, having recently completed its strategic planning, desires a realistic and actionable marketing plan with performance metrics. Limited resources for marketing several products and services to different target audiences make implementation difficult.
Approach
VPI Strategies works with Board members to understand the development and success of previous marketing plans, process and results of the recent strategic planning and goals of the new marketing effort. The goals include brand awareness, increasing the number of applicants and creating value for alumni.
Solution
VPI Strategies develops a strategic marketing plan ensuring marketing is linked and synch'd to the organization's strategy. The plan integrates multiple creative communication tactics phased in to better leverage limited resources.
VPI recommends -
Emphasis on select performance metrics
alumni fees
number of qualified applicants
community awareness
Integrating inexpensive market research techniques such a customer advisory council and web surveys
Increasing commitment to the client list could be used in future barter transactions
Outcome
This strategic marketing plan is seen as realistic and executable. Graduate fees increase 100%. In the next year, the organization receives the highest number of applications during recruitment resulting in stellar candidate selection.
Post-Merger Integration
Situation
Two non-profit organizations merge, seek a new brand identity and require a facilitator to guide the process.
Approach
VPI Strategies works with the marketing and communications committee comprised of Board and staff members to better understand the organization's drivers, resources and goals.
Solution
VPI Strategies
Interviews critical stakeholders
Interprets views for integration into one perspective
Facilitates a creative brief exercise
Develops a comprehensive creative brief for use with graphic designers
Recommends specific logo choice
Outcome
The creative brief exercise and interpretation yields a new logo launched post-merger which has significantly increased organization awareness.
This initial success leads to three additional years of implementation guidance for marketing, providing strategic guidance for the executive management team and facilitating the retreats of the merged board.
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