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Strategic Planning at Wilson Printing
The Problem
While Dale Wilson was still in college,
he began working in his friend’s tiny print shop
in Santa Barbara with the funny name: Kinko’s.
Wilson soon became manager of Paul Orfalea’s
first store, and began learning the trade. After graduation,
he decided to open his own print shop and called it
The Alternative, as it was the only other quick print
shop in town.
The firm began to prosper, growing to
40 employees in just 5 years. Despite his growth, Wilson
had a problem. The company offered both copying and
2-color printing, but did neither better than his competitors.
To complicate things further, walk-in traffic took up
an inordinate amount of his employees’ time for
their onesy-twosy copy requirements.
Dale Wilson needed to redefine his business.
The Solution
The Grede Company recommended Dale
Wilson redefine his business as a commercial printer,
that he sell the smaller copy machines used by walk-in
customers, and begin focusing solely on commercial business.
To emphasize this change in focus, The
Grede Company branded a new name: Wilson Printing. The
company has now grown to become the 81st largest quick
print shop in the U.S. (according to QP magazine.)
Testimonial
Growth Management at CPI
The Problem
CPI is an audio video and film production
studio that prides itself on having the latest and greatest
digital production equipment, as well as creative personnel
trained in its operation.
After a decade in business, owner, Jim
Kagan, worried that the firm had grown stale. He needed
to find out exactly what ad agencies and creative types
around town thought of his studio.
The Solution
The Grede Company implemented a market
research program over a period of three months. It revealed
that CPI’s customers wanted longer hours and lower
prices.
Based on this input, the studio decided
to offer evening hours at reduced rates. This change
not only better utilized their capital equipment, it
better served their customers' needs.
Revenue jumped 28% and profits tripled.
Marketing Planning at Briess Industries
The Problem
Briess Malt & Ingredients Company
supplies malt to a majority of the breweries in the
U.S., as well as a dozen foreign countries. Focused
primarily on niche markets, Briess has over 80 percent
penetration among specialty breweries and beer pubs.
With beer sales in the U.S. relatively
flat, the company sought opportunities for growth and
called upon The Grede Company to help investigate new
market opportunities.
The Solution
The Grede Company developed a program
to launch four new products in the home brewing industry,
including an award-winning point-of-purchase campaign
that helped carve out a 15% market share within just
18 months. Briess is now a leader in the sales of malt
to home brewers.
Standard Electric Supply Company
The Problem
For more than 85 years, Standard
Electric Supply Company (SESCo) has been a leader in
providing electrical applications and solutions to customers
throughout Wisconsin.
This highly competitive industry is subject
to rapid technological changes. Rigorous product training
keeps the sales force current. They go to regular seminars,
read industry technology reports, and attend classes.
After a particularly lengthy season of
continuing education, SESCo needed a way to demonstrate
the company’s respect and support for the team
that served as its lifeblood.
The Solution
The Grede Company was brought in
to teach communication skills while entertaining the
sales and engineer staffs.
Billed as a three-ring circus of fun –
with a message, The Grede Company’s presenters
had the staff perform impromptu skits, improvise mock
sales calls, or tell stories using just hand signals
and body language.
All agreed the learning experience was
a welcome break from the long hours of product training.
Testimonial
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